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Your Vision. Our Future.
Proudly facilitating Our Greater San Diego Vision on behalf of the region’s residents.
Jennifer Adams-Brooks
Chair,
The San Diego Foundation
Board of Governors
Bill Geppert
Chair,
Our Greater San Diego Vision
Bob Kelly
President and CEO,
The San Diego Foundation
If there is a single word that describes the San Diego region, it is “paradise.” And this paradise is
our home. We love this place and want to protect it for future generations.
Welcome to Your Vision, presented here as Our Greater San Diego Vision, which is both a unique process
and a priceless outcome. The process was designed to be big – to span the entire region, to engage
more people than had ever been engaged, and to weave together all the issues that impact our quality of
life. The product is a framework for further conversations to inform future planning. It is not a plan.
Our Greater San Diego Vision was created out of a desire to capture the community’s vision for the future
of the region – through unprecedented engagement that involved more than 30,000 people. San Diegans’
input from the very beginning ensured that this would be the people’s vision and that it would speak to what
all of us care about most.
This vision is about preserving the best of the past and protecting all that’s good today, while creating an
even better tomorrow for our children and grandchildren. A massive effort spanning three years began with
an in-depth study to determine our collective hopes and dreams, our worries and fears – our values.
Those values pointed to four areas that are critical for a bright future – jobs and wages, community and cultural
amenities, housing/transportation and cost of living, and life-long learning – Work, Enjoy, Live and Learn.
The four areas provided a framework for subject-matter experts to flesh out issues, and then for the public to
choose among reasonable alternatives. Thirty thousand people voiced their choices and we heard them.
We learned that our collective vision for the future is a San Diego region where:
• A prosperous economy provides a broad range of job opportunities.
• Housing options match what people want and can afford.
• A quality learning environment effectively prepares people for life.
• Neighborhoods are safe, vibrant and convenient centers of community life, arts and culture.
• Nature is accessible, connected and protected for people to enjoy.
• Convenient transportation choices are available for people to go where they want.
• Trusted regional leadership, collaboration and participation create a future that fulfills people’s
hopes and dreams.
Our Greater San Diego Vision is a blueprint, a map, and it is much more. It weaves together aspiration –
seeing what tomorrow could and should be – and inspiration – the excitement and energy to make that
tomorrow real. This is just the start. From here, together, we must act. The San Diego Foundation Malin
Burnham Center for Civic Engagement will steward the Vision and help move the region forward by
convening stakeholders, informing decisions, engaging people, and impacting the evolution of this paradise
we call our home.
Start here, and look to the future with hope and with commitment. Start with this shared vision –
Our Greater San Diego Vision – a process and a product, and the first step in a journey.
Our Greater San Diego VisionJuly 2012
Residents throughout this great region have deep pride of affiliation with
and commitment to their local communities. While many of us may first
identify with a particular city, such as Oceanside or El Cajon, this Vision
seeks to unify our voices and therefore unify our strengths as San Diegans.
Only then can it be OUR Greater San Diego Vision.
Why is Our Greater San Diego Vision Necessary? ...................................3
The Visioning Process ...........................................................................................9
San Diegans Make Choices About Their Future .................................... 23
Our Greater San Diego Vision ..........................................................................37
Supporting the Vision’s Goals ......................................................................... 43
Vision Forward ....................................................................................................... 55
Table of Contents
1
2
3
4
5
6
Tribal Nations
Encinitas
Lemon Grove
National City
Solana Beach
Unincorporated Communities
VistaEl CajonPoway
Escondido
Oceanside Coronado
San Marcos
Carlsbad
Del Mar
Chula Vista
SanteeImperial
Beach
La Mesa
San Diego
San Diego County is a vast area of more than 4,500 square miles, larger than the states of Rhode
Island and Delaware combined. The region is home to more than three million people and includes eighteen individual municipalities,
each currently conducting its own planning and provision of services. The county also contains
eighteen Native American tribal reservations, more than any other county in the nation.
Our Greater San Diego Vision 33
A Great Place to Live Although the residents of the San Diego region live in
a diversity of neighborhoods and cities, we have much in
common. One thing is for sure, we all love this place. We
are all residents of a larger region, and we rise or fall together.
Bigger than any one neighborhood, bigger than any one city,
the region demands an all-encompassing perspective to
effectively cultivate and protect the things we want most.
This area has a long history of multiculturalism. Native tribes
inhabited the region well before the arrival of the earliest
Spanish missionaries and European settlers. After the Mexican
War of Independence, the San Diego region became part
of Mexico, from 1821 until 1848, when it was annexed by
the United States following the Mexican-American War. Our
history created a multinational culture that has continued,
in part, due to the region’s immediate proximity to the
communities of Baja California. More recent immigration has
also contributed to the multicultural nature of the region.
Today, almost one-third of San Diegans are Hispanic or Latino,
with substantial representation from Asian, African-American,
and other ethnic groups. The minority population is expected
to continue to grow, becoming the majority as soon as 2020.1
1 San Diego Association of Governments (SANDAG).
CHAPTER 1
why is Our Greater San Diego Vision
NECESSARY?
The San Diego region boasts a mild,
Mediterranean-like climate and extraordinary
natural beauty. Most of the population lives
near the coast, where there are beautiful
beaches and bays, along with a naturally
protected port. Rivers, canyons, hills, and
mesas connect the coast to inland mountains,
and to the deserts beyond.
Our Greater San Diego Vision4
CHAPTER 1Why is Our Greater San Diego Vision Necessary?
The San Diego region today benefits from a strong, vibrant
and diverse economic base largely as a result of its past. After
World War II, the region became a major support center for the
U.S. military providing a presence in the Pacific. The military
continues to be a significant source of economic strength.
San Diego’s weather and natural assets have also made it a
major tourist destination. Additionally, 150,000 manufacturing
jobs in Baja California, Mexico, are tied to companies
headquartered in the San Diego region. More recently,
investments in universities, research institutions, and other high-
tech industry catalysts have created an economic powerhouse in
the advanced technology industries.
Growing Population PressureOf the planet’s seven billion inhabitants, more than half now
live in urban areas, and that is expected to increase to 7 in 10
people living in urban areas by 2050.2 Whether regional issues
are environmental, economic or infrastructure-related, the true
boundaries of today’s urban issues extend beyond the immediate
neighborhood or municipality, making regional thinking and
cooperation imperative.
The San Diego region’s population growth is anticipated to
continue. The county grew from around 35,000 people in 1900
to more than 3,000,000 today. The San Diego Association of
Governments (SANDAG), the region’s metropolitan planning
organization, projects the region will grow by another 1.3
million people by 2050. Most of this growth (63%) will be our
own children and grandchildren rather than those moving into
the area. Growth is coming because the region is a great place
to live and will continue to be unless the region’s quality of life
deteriorates significantly. If we decrease the quality of life to the
point that we stop growth, it will be our own families who suffer
or who are forced to move somewhere else.
2 World Health Organization. “Urban Population Growth.” http://bit.ly/p10Akz.
Source: U.S. Census and SANDAG
credit: UC SanDiego Publications
2050 population
63% of new growth is estimated to be our own children and grandchildren.
San Diego County is expected to grow by 1.3 million people by 2050.
Today’s population
3.1 million
4.4 million
Our Greater San Diego Vision 5
CHAPTER 1Why is Our Greater San Diego Vision Necessary?
To promote San Diego for the opening of
the Panama Canal and designate it as the first
stop for ships coming through the canal,
San Diego’s leaders hosted the Panama-
California Exposition in Balboa Park in 1915.
Today, one of the world’s largest urban parks, it
includes many of the original buildings.
Our Shared History of Planning and VisioningThe San Diego region was formed by past visionaries who
brought residents and public and private sectors together.
Shortly after the turn of the last century, Harvard architect
John Nolen was engaged to plan San Diego’s future. The 1908
Nolen Plan revolved around a civic center, in the same place it
is today; a bayfront that balanced industry and recreation, as it
does today; and a bay-to-park link still envisioned but not yet
completed. Nolen was brought back to update his plan in 1926
and that update informed the city’s master-planning efforts for
four decades.
Private-sector vision, along with public-sector support
and cooperation from the initially reluctant military, led
to completion of two defining successes: the founding of
the University of California, San Diego on what was Camp
Matthews (1961), and construction of the Coronado Bay Bridge
(1967-1969). Balboa Park and Mission Bay Park were also the
results of such visionary leadership.
In the 1970s and 1980s, a blighted downtown was redeveloped
thanks in large part to public sector (led by Mayor Pete Wilson)
and private sector (led by developer Ernest Hahn) collaboration.
A key to this success was the 1979 City of San Diego General
Plan; it divided the city into tiers, from urban to open space.
That plan led to the development of the San Diego Trolley and
Horton Plaza, both icons of our region today.
In 1974, a report to the City of San Diego ominously titled
Temporary Paradise? urged the city to avoid the mistakes
of Los Angeles. It contained “An Environmental Plan for
San Diego” that sought to balance growth and environmental
preservation. Citizens Coordinate for Century 3 (a nonpartisan,
not-for-profit organization focused on regional planning
issues, preservation, and revitalization of downtown San Diego)
released Toward Permanent Paradise in 1984, adapting the
earlier report to circumstances a decade later.
Our Greater San Diego Vision6
CHAPTER 1Why is Our Greater San Diego Vision Necessary?
In recent years, visionaries have continued to lead the region
in public-private planning ventures. Our region was among the
first to implement a statewide Natural Community Conservation
Planning Program during the 1980s and early 1990s, bringing
together developers, farmers, environmentalists, and planners.
Through the Multiple Species and Multiple Habitat Conservation
Programs, a growing network of local land trusts have been
working in partnership with private landowners, natural resource
agencies and local governments to implement the programs’
conservation strategies over the past two decades, with the
ultimate goal of protecting nearly a half million acres.
Between 2002 and 2005, Carlsbad, which was largely
built-out, created guiding principles for improvement projects
and sustainability initiatives. Residents continued that work
through Envision Carlsbad. After the wildfires of 2003 devastated
the community of Alpine, a private citizen led an effort to
envision the long-term development of Alpine and surrounding
communities in East San Diego County. The region’s second
largest city, Chula Vista, was the first city to implement state
legislation to reduce waste through recycling and adopt a
comprehensive climate adaptation plan, in collaboration with
business and community leaders.
In 2004, SANDAG adopted its first Regional Comprehensive
Plan (RCP). The RCP was designed to build upon the regional
transportation plan and the regional-scale environmental
systems plans that had been developed during the previous
decade. The agency began immediately to implement certain
key strategic initiatives contained in the RCP.
In 2008, The San Diego Foundation (Foundation) began
engaging residents region-wide in an unprecedented
envisioning of our shared future. That effort evolved into
Our Greater San Diego Vision. Today, it is our turn and our time
to create, sustain, and implement a vision for the future, to build
on past successes, and to leave a legacy for future generations
– a legacy that will make us all proud.
credit: Duane Bazzel
credit: Safdie Rabines Architects
Our Greater San Diego Vision 7
CHAPTER 1Why is Our Greater San Diego Vision Necessary?
Planning for the RegionThere are many agencies and organizations responsible for planning
our region’s future, each with a specific focus, including SANDAG, the
San Diego County Board of Supervisors, the San Diego County Water
Authority, the Regional Water Quality Control Board, the San Diego
Unified Port District, the San Diego County Regional Airport Authority,
Caltrans, and the California Coastal Commission, to name a few.
Our Greater San Diego Vision is intended to inform the work of these and
other agencies and organizations, and to provide a voice for our residents.
As one example, the long-term perspective, holistic approach, and public
input of this Vision can be incorporated into the next update of the
regional comprehensive plan. The San Diego region is fortunate to have
many mechanisms for regional collaboration already in place providing
the basis for additional collaboration with heightened public engagement.
The San Diego Foundation agreed to take the lead role in coordinating
Our Greater San Diego Vision for a number of reasons:
To improve San Diegans’ quality of life. The Foundation’s mission is
“to improve the quality of life in all of our communities by providing
leadership for effective philanthropy that builds enduring assets and
by promoting community solutions through research, convenings and
actions that advance the common good.” There is perhaps no better
way to do this than through Our Greater San Diego Vision.
To offer a trusted forum. There are numerous stakeholders in San Diego,
all with unique viewpoints. The Foundation has regularly convened
stakeholders and facilitated conversations to address important regional
issues. Those issues have included climate change, access to open space,
financial literacy, and innovative research in science and technology. We
have a rich history of visionary leaders coming together to do great things
and the Foundation continues to build on that success.
To address issues at the regional scale. The region’s many local and
tribal governments, special districts, and local and state agencies
have different geographic and issues-based scopes. None span the
entirety of the region’s geography and its intertwined issues. The
San Diego Foundation does and is poised to play a catalytic role in
regional community problem-solving, civic education, and policy analysis.
When the visioning process began, 78% of San Diegans believed that the region did not have a good plan or vision for its future.
In September 2011, six workshops involved more than 600 San Diegans to explore potential scenarios for the future of the San Diego region. The workshops
helped inform the choices and strategies presented in the public choosing
campaign, Show Your Love for a Greater San Diego! In the end, more than 30,000
people voiced their choice!
The People’s VisionOur Greater San Diego Vision was designed to create a shared vision for
our future. This is the people’s vision, from beginning to end, because
the visioning process has sought and listened to input at every juncture
and has focused exclusively on what San Diegans really care about.
CHAPTER 2
the
processVISIONING
9
Community presentations and feedback
Regional Vision Group formation
Early convenings
Values research
Regional Vision Council launch
Task force meetings Regional
workshops
Show Your Love campaign
Statistical survey
Task force reviews
Vision rollout
Preparation2008-2011
Exploring Possible Solutions
July-Oct 2011
Public ChoosingNov 2011-Feb 2012
Vision DevelopmentMarch-July 2012
Our Greater San Diego Vision Timeline
Our Greater San Diego Vision
Our Greater San Diego Vision10
CHAPTER 2The Visioning Process
Public EngagementThe process for Our Greater San Diego Vision was designed to
create and build on public engagement at every stage. Everyone
should be involved in protecting and promoting our shared
hopes and dreams for the future. A high level of engagement also
ensures public support and momentum for making the Vision a
reality. Specific tools and resources were developed to engage the
public, and to harness regional leadership and expertise to inform
the process.
Regional Vision Group. A group of early stakeholders formed
the Regional Vision Group in 2008, which acted as a steering
committee to structure the visioning process and to ensure
inclusiveness and transparency. This diverse group included
leaders with expertise in business, communications, strategic
and land-use/transportation planning, human resources, law,
education, innovation, and civic engagement. They volunteered
their time because of their love for the San Diego region and their
concern for future generations.
Early Convenings. In 2008 through early 2010, the Foundation
hosted eight sub-regional “convenings” to gain the perspective of
various community members. The 500+ participants heard from
community planners, visionaries, local and regional leaders, and
community advocates.
Values Research. In mid-2010, through a series of focus groups
and interviews, combined with survey research, the hopes and
dreams of San Diegans were illuminated. This values analysis
was used throughout the process to structure focus areas and
corresponding task forces, to define choices presented to the
public, and ultimately, to provide a framework for the Vision.
Regional Vision Council. A large, diverse group of stakeholders
was gathered from across the region. These individuals were
selected to represent the various populations and interests
in the greater San Diego area. The Regional Vision Council
gave input to the process and, individually, acted as ambassadors
to facilitate public participation.
Our Greater San Diego Vision 11
CHAPTER 2The Visioning Process
Task Forces. Task forces were created to explore the four focus
areas derived from the values analysis (jobs and the economy;
cultural and community amenities; housing, environment,
mobility, and cost of living; and education and learning). These
were made up of leaders, experts and stakeholders representing
broad regional interests. Each was asked to delve into the
challenges at hand, to create a wide range of choices or potential
solutions to be presented to the public, and to help determine
possible strategies based on the public’s choices.
Regional Workshops. In September 2011, six workshops involved
more than 600 San Diegans to explore potential scenarios for the
future of the region. They came to talk about what really mattered
to them and their communities, and to tackle tough questions
about how to preserve and improve upon the things they love
most. The workshops were held in various locations at different
times to make them as accessible as possible.
The ultimate goal of the workshops was to receive public input,
and to refine the choices and strategies presented in the three-
month-long Show Your Love for a Greater San Diego! (Show Your
Love) campaign. Participants answered instant-polling questions
and then engaged with others in small groups to create maps of
the future showing what kind of growth they would like to see and
where. The instant-polling results and maps were all entered into
computer software to discern common themes and trends. This
information led to the refinement of the materials to be presented
in the online Show Your Love public choosing.
Regional Vision Workshops Participants responded to instant
polling questions that identified
potential solutions in economic
development, education, cost of living,
and cultural and community amenities.
Participants also took part in a
mapping exercise, working in small
groups, to plan for the future based
on the projected growth forecast for
2050. Each group discussed their
goals and placed small pieces of
paper, representing a mix of future
housing and development types, on a
regional map. Participants were also
given markers to draw new public
transportation routes and roads, as well
as areas to preserve.
Our Greater San Diego Vision
Our Greater San Diego Vision12
CHAPTER 2The Visioning Process
Show Your LoveFrom November 2011 to February 2012, San Diegans were asked
to “Show Your Love” by choosing their preferences within an
online choosing tool. This process involved new outreach
strategies and resulted in the highest level of public participation
in regional visioning anywhere in the country, with more than
30,000 participants.3 The online tool offered four different
modules – Work, Enjoy, Live, and Learn – and included videos and
visualizations to bring the choices “to life.” Significant outreach
efforts resulted in broad-based participation in Show Your Love by
people of all generations and backgrounds throughout the region.
A survey demonstrated that roughly one-third of San Diegans were
aware of the campaign.
Record-Breaking Community Engagement
Our Greater San Diego Vision included an integrated, multi-media
communications platform and campaign to drive unprecedented
public engagement. The goal was to instill a sense of urgency and
pride in San Diegans.
The campaign was communicated through a multi-media strategy
leveraging a wide variety of touch points – broadcast, digital, social,
traditional, and in-person – to engage San Diegans in a two-way
conversation and, ultimately, get them to choose scenarios, goals
and strategies in the online choosing.
Three FACES commercials were developed with local celebrities,
government officials and community leaders who offered their
familiar “faces” to encourage San Diegans to share their vision.
Unprecedented partnerships with multiple media outlets over
the course of five months, combined with a modest investment,
resulted in more than $3.5 million in exposure and 386 million
impressions. This, in addition to viral marketing and community-
building through social media strategies, helped break the national
record for community engagement. For a complete recap of media
coverage, visit www.ourgreatersandiegovision.org/news.
3 This includes 2,100 participants from the baseline and scientific surveys.
27,991 completed at least one online choosing module
2,100 completed the baseline and scientific surveys
71,147 individual modules were completed
600+ participated in regional workshops
More than 30,000 participants!
After unprecedented media support,
1/3 of San Diegans had heard or
read about the visioning process.
LEARN
SUNDAY • OCTOBER 2, 2011
The San Diego Foundation, in conjunction with other community organizations, has launched an ambitious projectcalled Our Greater San Diego Vision that seeks to shape the future of this region 25, 50 or even 100 years from now– as the people themselves say they want it shaped. The group formed four task forces that have been holdingmeet-ings and workshops to discuss key components that make up our quality of life. The commentaries in this packageaddress the task force ideas, whichwill be used to craft possible scenarios for the future. BeginningNov. 8, the public– that means you – can choose among those scenarios. That in turn will lead to creation of a long-term, regionalvision in early 2012. Formore information, go online to www.ogsdv.org.
HOWWILL WEWORK?
THE SAN DIEGO UNION-TRIBUNE
When The San Diego Founda-tion asked 1,000 randomly selectedresidentswhat theregion’sprioritiesshould be, increasing the numberand quality of jobs emerged as thetop priority. When the same peoplewere asked about the issues thatimpact their personalquality of life, lack ofjobs and low wagesranked second-mostimportant.Our task force has
been grappling withhow to provide moreand better jobs for to-morrow. What kinds ofjobs? Located where?In what industries andhow will they boost re-gional competitiveness?Put another way, our task was to
comeupwitheconomicdevelopmentideas to accompany the populationgrowth that is happening in the re-gion – the jobs for our children andtheir children. Our question: “How
will we as a region generate a vari-etyof good-paying jobsandkeepSanDiego globally competitive 25, 50 ormore years in the future?”Our task force consists of 42 ex-
perts fromall facets of economic de-velopmentwhomet several times to
consider strategies toensure that those jobsare there when theyare needed. Together,we came up with threepotential strategiesthatwill help informthecommunityandprovideoptions for consider-ation for our collectivefuture – with those op-tions the subject of anunprecedented public
choosing starting Nov. 8. That iswhen we will ask San Diegans to goonline to www.ShowYourLoveSD.org and make some choices abouttheir vision for the future.Strategy one is to harness the
PLAY
WORK
LIVE
VISIONS OF SAN DIEGO
Our task force has an extraor-dinarily challenging job – thinkingthrough housing, transportation,water, energy, environment andcost of living 25, 50 and even 100years from now. Our 60 membershave considered how these issueswill weave together asthe region grows byan estimated 1.3 mil-lion people in just 30years.Whose priorities are
these issues? Yours.TheSanDiegoFoun-
dation surveyed 1,000regional residents andaskedwhataffects theirpersonal quality of life.Of the top four concerns, three arecovered by our task force: cost ofliving, traffic congestion/lack oftransit and lack of affordable hous-ing. As to what residents thoughtthe region’s priorities should be,water resources and quality rankedthird.
When we ask where should wegrow and how, the relationship be-tween the built environment andthe natural environment comes intosharp focus. As does cost.Key among the factors is how to
address housing affordability andlocation. We will needa mix of housing types– townhouses, condo-miniums andneighbor-hood housing – and wewill want them close tojobs.T r a n s p o r t a t i o n
choices, commutetimes and air qualityalso weave together.Howdowedrive lessby
providing transportation alterna-tives from transit to biking to walk-ing? How do we reduce congestionand delays as we expand economicdevelopment centers? What abouttrips for recreation, entertainmentand day-to-day errands? How do
What should education be likeand what will define an educatedSanDiegan in 50 years?That’swhatour 30-member task force has beentrying to answer.In 2010, The San Diego Founda-
tion asked 1,000 of our fellow resi-dents to rank the region’s priori-ties. The number twoanswer (after moreand better-payingjobs) was improv-ing education. Afterall, a good educationmakes it easier to geta well-paying job andlive here.Sohowwill ourchil-
dren learn? How willwe prepare them with the knowl-edge and skills to fill the jobs, createand run the businesses, make thecivic contributions that will makeSan Diego a world-class region?How will we teach more kids, andpay for schools and teachers? Howwill we raise the academic achieve-
ment level for all students andelimi-nate the achievement gap?Howwillwe use technology to fostermore ef-fective learning at all levels?Tough questions, to be sure. But
they led us to define three majorgoals for education and learning.First, to maximize individual po-
tential and well-be-ing. Second, to pre-pare individuals tobe well-informed andactively engaged incivic matters. Third,to enable individualsto participate effec-tively in a dynamic,global economy.In asking what
should education look like in 50years, we needed to consider whatthe world will look like in 50 years.We know big changes are coming.Populationwill increaseworldwide,most of it in Asia and Africa. Tech-nology will continue to evolve, and
All work and no play is definitelynot San Diego. Our region is wellknown for its 70 miles of beaches,Balboa Park, wonderful museums,world-class attractions, limitlessoutdoor activities, and a host of oth-er cultural and community ameni-ties. But are these amenities enoughto truly deserve thetitle of America’s Fin-est City? More to thepoint – are we poisedto prosper in the 21stcentury?TheSanDiegoFoun-
dation asked 1,000 SanDiegans, in a majorsurvey completed lastyear, what is most im-portant to them. The answers: thatour places of work and play are soclose and convenient, and that wehave a broad choice of outdoor rec-reational opportunities.Building on that research, we es-
tablished a task force of 45 peopledeeply involved in local culture and
community and asked them to con-sider the future – 25, 50maybe even100 years fromnow.We asked themto explore how to preserve, protectand enhance the amenities that weand our families enjoy every day forfuture generations.We asked them to dream big and
suggest ways in whichwe can increase accessto and affordability ofour amenities, enhanceartistic and culturalfacilities and events,express neighborhoodand community iden-tity and increaseneigh-borhood desirability.We asked them to de-
scribe places where education, cul-ture and community all flourish.Our task force grappled with
toughquestions fromtheeconomicsof amenities to howwe provide cul-tural programs for everyone. It wasnot our jobwas not to come upwith
KRIS MICHELL & DUANE J. ROTH
HOWWILL WE LIVE?LORI HOLT PFEILER & SCOTT H. PETERS
HOWWILL WE LEARN?TODD GUTSCHOW& JOSEPHWATSON
HOWWILL WE PLAY?JOSE APONTE & DAVID MALMUTH
How do wereduce
congestion anddelays as we
expand economicdevelopmentcenters?
An easierregulatory
environment,where
governmenthelps, nothinders jobcreation.
We now turnto you, the
residents of theSan Diego
region, to giveus input.
We envisioneducation
beginning withprenatal health
throughprekindergarten.
SEEWORK • F3
SEE LEARN • F3
SEE LIVE • F3
SEE PLAY • F3
N
Our Greater San Diego Vision 13
CHAPTER 2The Visioning Process
Scientific Validation
In addition to the Show Your Love campaign, a scientific survey
of more than 1,000 randomly selected San Diegans was conducted
to validate the results. The survey was conducted online in February
2012 and ensured that the choosing results represented the views
of the entire population, statistically controlled to reflect the region’s
demographics as reported in the 2010 U.S. Census. This also provides
opportunities for extensive analysis of the results by various
interested groups.
Everything about this visioning process was focused on providing
the public with real, plausible and well-analyzed choices for the future
of the region, and listening carefully to the voice of the people.
Innovative Engagement
The iPad Outreach Team. A key outreach effort was the use of
volunteers who took iPads into various communities throughout
the county. Students from San Diego State University’s Consensus
Organizing Center engaged communities with low or no broadband
access (including seniors with limited mobility and transportation, the
homeless, and non-English speaking residents) and encouraged them
to participate. This use of iPads in a regional visioning process was a
highly successful and ground-breaking technique.
Community Partners. More than 200 community partners helped
spread the word about Show Your Love to their constituents. These
included businesses, schools, religious groups, community centers,
foundations, libraries, and others. Each partner was given a specific
web address, or URL. This unique URL made it possible to track the
effectiveness of each partner and to encourage partners to maximize
their efforts to engage the community.
Demographic DataData from online choosing (left)
and scientific survey (right).
17 and under: 12% | –
18-34: 33% | 39%
35-54: 33% | 34%
55+: 21% | 27%
Mean age: 39 | 43
White/ Caucasian: 49% | 65%*
Hispanic/ Latino: 22% | 32%
African-American: 9% | 4%
Asian: 9% | 11%
Native Hawaiian/ Pacific Islander: 1% | 1%
American Indian or Alaskan Native: 1% | 1%
Other: 3% | 9%
Multi-race: – | 9%
Decline to answer: 6% | –
* A portion of this category was also counted as an ethnicity in another category.
After Show Your Love, when asked how well the region is planning and preparing for the future, positive responses increased by 10%.
Excellent: 4% | 8%
Good: 33% | 39%
Fair: 45% | 45%
Poor: 18% | 8%
Survey results from September 2010 (left) and February 2012 (right).
+ 10%
- 10%
Huddie Dean takes the online survey
using an iPad on Island Avenue near
17th Street. Assisting him is volunteer
Heather Marzan.
credit: U-T San Diego
Our Greater San Diego Vision14
CHAPTER 2The Visioning Process
27%
10%
7%
6%
6%
5%
5%
5%
4%
4%
The high cost of living is the greatest concern for San Diegans.
Despite this, more than 2:1 reported that the positives of living in the greater San Diego region outweigh the negatives.
Values and Priorities that Guide the Future of Our RegionThe things that we consider important to us are synonymous
with our values. Values research helps to identify the priorities that
matter most to people. Its primary purpose as part of this visioning
process was to assess how various options for our region’s future
(transportation, economy, environment, education, and culture)
might impact those values. The Our Greater San Diego Vision
process and outcomes have been focused by, and based on, our
shared values.
Residents love the proximity to many activities and amenities,
the family-friendly communities, low crime rates, and outdoor
recreational opportunities. Yet, there are significant negatives
threatening the overall quality of life. Greatest of all is the high cost
of living, which, when combined with lack of affordable housing,
is three times more frequently mentioned than any other concern.
Lack of job opportunities coupled with low wages is the second
greatest issue regarding quality of life. So it is not surprising that,
when asked to rate the importance of several regional priorities,
Values Research Methodology In 2010, a series of focus groups and
interviews, combined with online and
telephone survey research, illuminated
the hopes and dreams of San Diegans
using a values research technique.
The technique starts by understanding
which attributes or characteristics of
the region have the greatest impact
on quality of life, such as jobs, parks,
schools, transportation, shopping, and
health care facilities. From there, the
research identifies the functional and
emotional benefits that result when
those things are present (or absent)
in one’s life. Finally, the research
connects those benefits with personal
values, such as security, safety, family,
accomplishment, and peace-of-mind.
High cost of living / expensive to live here
Lack of job opportunities and low wages
Too much traffic and congestion/ not enough transportation options
Lack of affordable housing
Lack of leadership on important regional issues
Everything so close and convenient
Family friendly: great place to raise a family
Low crime and safe neighborhoods
Outdoor recreation opportunities/ enjoying the outdoors
High-quality schools (K-12)
Factors That Have the Most Significant Impact on Quality of Life
Percentages represent the proportion of people who consider that factor to have the most
significant impact on their personal quality of life. This is only a partial listing.
Negative Impacts
Postitive Impacts
Our Greater San Diego Vision 15
CHAPTER 2The Visioning Process
increasing the number and quality of jobs, along with
improving education, topped the list.
San Diegans rate their quality of life higher than people
almost anywhere else in the nation; living in this special
place matters, and preserving the quality of life for future
generations is a top priority.
The values research identified four primary values that
focus on the qualities we seek in our communities and the
region. These values highlight what we love about the
San Diego region, what concerns us most, and our hopes for
the future. In fact, future initiatives will be judged by their
ability to protect and promote these core values.
Core ValuesQuality Jobs and a Reasonable Cost of Living
The high cost of living in San Diego County, especially housing,
combined with the inability of some people to find a good-
paying job, forces many to live a lower quality of life or move
out of the area. The resulting worry and stress rob them of
peace-of-mind and happiness. Concern over the high cost
of living is the single largest “value-driver” of the San Diego
region. In no other region in the country, where similar
values research has been done, are there so many residents
concerned about the cost of living and a primary value focused
on a negative aspect of their region.
Residents envision a future where:
• We have income to provide for ourselves and our families.
• Living here is sufficiently affordable to have a high quality of
life, free from stress and worry.
• We have the opportunity, time, and resources to enjoy life
with family and friends.
• We can afford a place to live close to where we work or to
public transportation.
27%
10%
7%
6%
6%
5%
5%
5%
4%
4%
• Increasing the number and quality of jobs
• Improving education
• Reducing crime/making neighborhoods safer
• Increasing water resources and quality
• Improving leadership to deal with challenges of region
• Improving affordability of housing/living
• Building public trust
• Increasing economic development
• Improving and resolving border issues
• Increasing access to quality healthcare
• Reducing traffic congestion
• Improving social equity and justice
• Increasing civic involvement
• Increasing enjoyment and access to culture and arts
San Diegans’ Top Regional Priorities
Our Greater San Diego Vision16
CHAPTER 2The Visioning Process
Family-Friendly Neighborhoods and Communities
Having friends, family and good neighbors nearby
makes people feel safer, allows us to spend more
time with the people important to us, and builds
a sense of community. This provides a sense of
belonging, happiness, and peace-of-mind.
Residents envision a San Diego region with:
• Low crime rates.
• Local parks and recreation opportunities.
• Friendly people and neighbors, where people
know, care about and help each other.
• Walkable/bikeable communities, where
destinations are close and readily accessible.
• Communities with nearby services, schools,
jobs, cultural attractions, and the outdoors.
• Small-town feel and community involvement.
Outdoor Opportunities for Enjoyment with Family and Friends
San Diegans want to enjoy access and proximity
to many outdoor opportunities including
beaches, parks, trails, waterways, and other
regional amenities. These provide recreational
opportunities to relax and spend time with family
and friends.
Residents envision a region with access to:
• Beaches and bays.
• Regional parks and open space.
• Hiking, biking and jogging trails.
• Entertainment options.
• Good shopping opportunities.
• Convenient choices for things to enjoy with
family and friends.
• Transportation options that provide easy access
to the places we want to go.
Quality Education and Learning Opportunities
Few issues speak to the future as strongly as
education. Access, choice, and opportunities in
primary and secondary education provide the
basis for success. Educational institutions help
our children learn communication and social
skills to build their personal confidence and ability
to contribute to our community, culture, and
civil society.
But education is not just about children. Access
to a high-quality learning environment – at all
life stages – enables personal growth and helps
residents achieve their goals. This builds self-
esteem and improves the quality of life for all.
Currently, many residents are concerned about
the quality of our education system; however,
they agree on many goals for the future.
Residents envision a future where San Diego’s
education and learning environment prepares
everyone to:
• Maximize individual potential and well-being.
• Be well-informed and actively engaged in civic
and political matters.
• Participate effectively in a dynamic, global
economy.
credit: Erik Jepsen UC SanDiego Publications
17
CHAPTER 2The Visioning Process
Our Greater San Diego Vision
The Challenges to Our Most Important ValuesCompared to people throughout the country, San Diegans
rate their quality of life as exceptional. At the same time, the
region faces significant challenges in maintaining or improving
the quality of life. Half of us think the quality of life will decrease
for future generations, and only 39 percent think things are
going in the right direction in their community. If current
growth trends continue, San Diegans think the added population
could well have negative impacts on the region. However, if
growth can be thoughtfully managed, most people believe there
will be many benefits. People believe that long-range planning
is essential to ensure that we protect quality of life and create an
even better future.
San Diegans want to protect and promote the things they
value, but they strongly believe these values are threatened by
a variety of challenges.
1) Housing Affordability and Cost of Living
Housing affordability may be the single greatest challenge
the region faces. When asked to choose what has the most
significant impact on their overall quality of life, one-third of
San Diegans cite high cost of living or lack of affordable
housing. Indeed, San Diegans pay a higher percentage of their
incomes for housing (31%) than do residents of any other major
metropolitan area in the country.4 This is more than people in
Los Angeles, Miami, New York, San Francisco, or Boston. The
ratio of median home price to median household income in
San Diego County is nearly twice as high as the national
average.
Many San Diegans worry that they or their children will not
be able to afford to stay here. Housing costs also create a
barrier to attracting and retaining a talented workforce, and to
attracting employers. As the region grows, more housing will be
needed, likely leading to surges in prices unless supply keeps up
with demand.
4 Six-year average of Bureau of Labor Statistics, Consumer Expenditure Survey 2004–2010.
Importance of a Long-Range Plan for the RegionAccording to the values research
for Our Greater San Diego Vision, almost
80% of San Diegans feel that a vision
or long-range plan for the region is
extremely or very important, but only
37% believed that the region was doing a
good or excellent job in planning for the
future when this visioning effort began.
38%
41%
18%
2%
1%
Very important
Somewhat important
Not very important
Not at all important
Extremely important
79%
Unless action is taken, almost half of
San Diegans believe the quality of life
will decrease in the future.
Future Quality of Life Is…
51%increasing
49%decreasing
Our Greater San Diego Vision18
CHAPTER 2The Visioning Process
Despite recent decreases in home prices, adequate housing remains very expensive.
Ratio of Median Home Price to Household Income in San Diego County and the U.S.
12
10
8
6
4
2
0
San Diego U.S.
1981 1990 1999 2009
Source: Moody’s Economy.com, State of the Cities Data Systems, U.S. Census Bureau
500,000 new jobs will be needed by 2050 to support the forecasted population growth.
Projected Population and Employment for San Diego County
Source: SANDAG and U.S. Census
Growth projections depend on numerous factors including:
economic (job) growth, affordability, quality of life, land
supply, education, and healthcare.
2010 2050
5M
4M
3M
2M
1M
EmploymentPopulation
+500,000
+1,300,000
2) Jobs and the Economy
To support the 1.3 million additional people who are
projected to call the San Diego region home by 2050,
another 500,000 jobs will have to be created. This will be
a challenge, given the threats to the region’s important
economic sectors. The primary challenges include:
High cost of doing business. This results from both the state
and local regulatory systems and the direct and indirect
impacts of higher real estate costs.5
High cost of housing. San Diego’s cost of housing makes it
difficult for employers to attract talent.
Lackluster education attainment and workforce training.
The San Diego region’s overall workforce is well-educated,
relative to both the state and country, but has moderately
lower levels of educational attainment than those in key
competitive regions. Of greater concern is the widening
educational attainment gap between 1990 and 2009,
suggesting that the San Diego region is potentially losing
ground to regions with which it directly competes for jobs
and talent.
5 Kolko, Neumark, Cuellar Mejia. “Business Climate Rankings and the California Economy,” Public Policy Institute of California, April 2011.
19
CHAPTER 2The Visioning Process
Our Greater San Diego Vision
Inferior infrastructure. The local economy is
constrained by highly congested roads,6 substantial
delays at the border, the cost of importing water, and an
airport approaching capacity, among others.
Lack of ability to make difficult economic decisions.
Residents and businesses cite the seeming inability of local
government to do what needs to be done. The state and
local governments’ poor fiscal condition exacerbates this
challenge by threatening essential public services.
3) Educational Quality and Opportunities
Education and learning are viewed as critical to the
future of the region. San Diegans are concerned that
current learning systems are not adequate to meet the
challenges of the future.
In 2050, the world will look very different. The minority
population in our region will become the majority.
Technology will make information increasingly accessible.
Labor, capital and knowledge will be global and more
mobile. Undoubtedly, other changes will occur that
cannot be predicted. How will San Diego’s overall learning
environment adapt to ensure that the region is a world-
class, international player?
Many San Diegans are not satisfied with the current
system. Almost one in four do not graduate from high
school in four years, and educational attainment levels
in San Diego County are lower than those in Boston, San
Francisco, and the North Carolina “Research Triangle.”
Moreover, many competitive regions are increasing
educational attainment faster than the San Diego region.
6 More than 70% of the region’s freeway miles are congested (Rebuild California: The Road Crisis), which is similar to other very large metropolitan areas (Texas Transportation Institution: 2011 Urban Mobility Report).
credit: Chuck Martinez
credit: LPA, Inc./Costea Photography, Inc.
13%
40%Good
Fair
Poor
Excellent
53%
14%
33%
Mixed Feelings About the San Diego Region’s Current Education SystemWhen rating the overall quality of education
for children and teenagers growing up in the
San Diego region, values research indicates
that opinions are split. Just over half of the
respondents rated the current system as
excellent or good.
Our Greater San Diego Vision20
CHAPTER 2The Visioning Process
4) Congestion and Transportation Choices
The amount of traffic congestion and time spent traveling frustrates
San Diegans. The average driver in the region spent 37 hours
in traffic congestion in 2009, at a cost of $838 in lost time, in
addition to 31 gallons of fuel wasted.7 Roads are clogged and public
transportation is limited, making it difficult and time-consuming to
travel.8 Current congestion is projected to increase in the coming
decades. As the region grows, the inability of people and goods to
move efficiently and conveniently threatens quality of life, along
with economic development.
5) Water Availability
With our region’s projected population growth and current
water consumption rates, we will require 37% more water in
2050. But our arid region faces significant challenges from
currently limited water supplies, as well as from climate change
and its potential impacts on those supplies. In fact, local scientists
project that our major sources of water – the Colorado River, and
the Sacramento Delta – could shrink by 20% or more in coming
decades, making it even more difficult to meet future demands.9
6) Political Fragmentation
The region includes one county, eighteen municipalities,
and eighteen Native American tribal governments, each largely
pursuing its own plan, while many of our most important issues
and challenges cross the formal boundaries of these jurisdictions.
Through SANDAG’s efforts, the San Diego region is known as
a leader in regional planning. This level of cooperation and
collaboration is needed across all areas of inter-governmental
coordination. Unified, concerted action and strong, visionary
leadership that invites and listens to public input will be necessary to
tackle the many challenges facing the San Diego region.
7 Texas Transportation Institute, Texas A&M University. “2010 Urban Mobility Report.”
8 Our congested roads are also unfriendly to pedestrians. In fact, over 1/5 of San Diego area traffic deaths were pedestrian in 2010. Transportation for America and Surface Transportation Partnership, Dangerous by Design.
9 San Diego’s Changing Climate: A Regional Wake-Up Call, by the San Diego Foundation, 2008.
credit: www.aquafornia.com
credit:Arleigh Jenkins
21
CHAPTER 2The Visioning Process
Our Greater San Diego Vision
Four Focus Areas: WELLFrom the priorities that were identified in the values research, four primary
focus areas were defined. These areas each cut across multiple core values
and represent discrete topics for study. The visioning process was designed to
address the focus areas: Work, Enjoy, Live, and Learn – WELL.
Jobs and the economy: Positioning San Diego
County as a national and international player,
attracting and creating new growth industries,
strengthening existing industry clusters,
supporting economic catalysts, and exploring
new strategies.
Cultural and community amenities: Ensuring
access to and affordability of art and cultural
amenities, defining and expressing community
and cultural identity, promoting cultural tourism,
increasing community and neighborhood
investment, attracting and retaining the creative
class, increasing neighborhood gathering places,
fostering outdoor recreation for families and
youth, integrating the creative arts into the
educational system and learning environment.
Education and learning: Improving education’s
future in the context of rapidly evolving
educational technology, multi-lingual
environments, and emerging disciplines; access,
affordability, quality for all; collaboration among
employers, industries and academics; early
childhood education.
Housing, environment, mobility, and cost of
living: Addressing housing affordability and
location, transportation choices, commute times,
air quality, walkability, transit access, open space,
environmental preservation, carbon footprint,
energy and water consumption/conservation,
economic development centers, smart growth,
creating vibrant places and safe neighborhoods.
The Show Your Love public choosing campaign provided a tangible way for thousands of San Diegans
to weigh-in on important options for their future. What San Diegans chose frames a public call-to-action.
credit: Sam Felder
Work: Jobs and the EconomyThe public identified challenges related to employment and
income as primary concerns at the outset. San Diegans made clear
that the overarching goal was to ensure an abundance of good jobs
to provide them, and their children and their grandchildren, with the
ability to live comfortably in the region.
The San Diego region’s economy benefits from its remarkable natural
environment, its strategic geopolitical location on the Pacific Rim, and
visionary investments in educational and research institutions. The
result of these natural gifts and investments is a diversified economy
supported by three “traded economies,” or clusters of businesses:
tourism, the military, and advanced technology/innovation.
Representing about 35% of the region’s jobs, these three clusters are
the primary importers of money into the San Diego region.
The money they attract – visitors’ spending on hotels, restaurants,
and attractions; federal military-related spending; and the sale of
technological innovations (goods or services) globally – effectively
supports the entire regional economy.
CHAPTER 3
San Diegansmake choices
about their
FUTURETop Three Sectors in the
San Diego Regional Economy
Source: San Diego Regional Economic
Development Corporation and CONNECT
Research and technology ~ 173,000
Convention and tourism ~ 153,000
The military ~ 142,000
Other local jobs ~ 750,000
Total jobs in the region ~ 1,218,000
~ 35%
~ 65%
23Our Greater San Diego Vision
Our Greater San Diego Vision24
CHAPTER 3San Diegans Make Choices about Their Future
This diversified economic base has, until recently, allowed the region’s
economy to grow faster than the state’s and meet the needs of its
growing population, even as affordability diminished during later
decades. By 2005, however, the region’s economy was growing no
faster than the sluggish California economy, and experienced even
more severe job losses during the recession. During the 2000s, the
region’s population grew by more than 280,000, while the region
added only 33,000 jobs. It should have added nearly 120,000 new jobs
to maintain the balance of residents and jobs.
The region’s economy faces significant long-term challenges,
including the high cost of doing business and the high cost of housing,
lackluster educational attainment and workforce training, inadequate
infrastructure, and inability to make difficult economic decisions. The
San Diego region continues to have a strong economic foundation and
tremendous opportunities to grow, but must address these challenges
in order to ensure that enough high-quality jobs exist tomorrow.
Presenting Choices to the Public
Participants ranked a series of strategies according to their
importance. These strategies represented different – although not
mutually exclusive – paths to achieve a prosperous economy and
high-quality jobs. Participants were also asked to rank a set of specific
action items according to their potential positive impacts.
Show Your Love Results
Not surprisingly, San Diegans want to ensure that they and local
businesses benefit from economic growth. Participants further
recognized the value of retaining and strengthening the region’s three
major traded economies, but also recognized a unique opportunity to
grow the region’s innovation economy. While we must work hard to
maintain and grow the positive impacts of the military and tourism, and
grow them where possible, the greatest potential for economic growth
is likely in the innovation economy.
The top action items reinforce the public’s desire to ensure that
economic development benefits the region’s residents. San Diegans
want a better commute, access to jobs, a broader spectrum of job
opportunities including manufacturing, and programs that enable
residents and local businesses to participate in economic growth.
Together, the preferred strategies help clarify priorities and the context
for economic development initiatives.
The Region’s History of Innovation
San Diego has a long history
of innovation. E.W. Scripps
built the Scripps Institution of
Oceanography. Reuben H. Fleet
built fighter planes that helped
win World War II. Roger Revelle
envisioned and helped found a
new research university – the
University of California, San
Diego. Jonas Salk built the
Salk Institute and transformed
science with the first safe and
effective polio vaccine. Irwin
Jacobs further developed CDMA
technology and helped launch
wireless communications.
Ivor Royston came to study
biology and launched a biotech
industry. Scripps Institution of
Oceanography scientist Charles
David Keeling documented carbon
dioxide increase with its potential
to cause climate change. Craig
Venter was among the first to
create a synthetic life form.
Our Greater San Diego Vision 25
CHAPTER 3San Diegans Make Choices about Their Future
77% | 73%
74% | 67%
74% | 61%
71% | 64%
70% | 58%
67% | 57%
Improve infrastructure such as roads, railways, airports, cyber infrastructure, and the port.
Commercialize technology and manufacture new products in the San Diego region.
Invest in training and education, to assist our diverse communities.
Grow new employment centers.
Invest in catalytic institutions (such as universities) that support economic growth.
Reduce regulation to make it easier for companies to add jobs.
Increase the percentage of advanced-degree recipients. 60% | 42%
Ensure easy travel across the border for people and goods. 50% | 27%
FOR GREATER OPPORTUNITIES
Support our local economy and its relationship to the region’s major industries:
Ensure that local-serving businesses have the resources they need to thrive, and
that our diverse community is well-prepared to fill jobs.
Harness the power of innovation: Greatly expand one of the region’s three traded
economies and, the innovation industry. This includes life sciences, clean-tech,
high-tech manufacturing, wireless, defense and security, research institutions, etc.
Promote the continued prosperity of innovation, military and tourism: Focus on
expanding existing major industries to provide a diverse range of job opportunities
for people of varying skills, education, and interest.
Participants identified three preferred economic development strategies.
Participants identified several potential priority actions.
Strategies were ranked according to their importance.
Percentages represent the proportion of people who ranked that strategy #1.
Listed in order of the Choosing results.
Actions were ranked according to their potential positive impacts.
Percentages reflect the proportion of people who gave it the first or second
highest possible score (a 4 or a 5). Listed in order of the Choosing results.
27% | 34%
22% | 24%
23% | 21%
Expand beyond the three existing major industries: Increase regional job diversity by
building an additional export industry, which is to be determined. 15% | 12%
Create a cross-border mega-region: Leverage the advantages of surrounding areas
(San Diego County, Imperial County, and Baja California Norte) to create a globally
competitive mega-region. 13% | 9%
scientific survey(right)
online choosing(left)
Our Greater San Diego Vision26
CHAPTER 3San Diegans Make Choices about Their Future
Enjoy: Cultural and Community AmenitiesSan Diegans love the place they call “home.” They value access and
proximity to the beaches and the many other amenities that provide
opportunities to enjoy good times with family and friends. They enjoy
their neighbors and a sense of community, safety and belonging.
The San Diego region is unique in its multinational culture and history,
combined with the remarkable natural and man-made amenities.
These amenities include parks, open spaces, beaches, trails, sports,
libraries, museums, places of worship, performing arts, and theme
parks, among others.
Presenting Choices to the Public
Participants in Show Your Love reviewed five potential approaches for
the region’s culture and community, along with specific actions for
each approach. The choosing included two exercises. First, participants
were asked to rank the five approaches in order of their importance to
culture and community. Next, each participant allocated 100 points,
representing limited resources, among the approaches.
Show Your Love Results
San Diegans registered their highest support for “protect and connect
natural lands,” reflecting the great importance of being able to
preserve, access and enjoy natural amenities.
Long-Lasting ImpactsThe region’s focus on enhancing
community and cultural amenities
can have a significant impact by:
• Improving quality of life.
• Attracting and retaining
employers and employees.
• Increasing tourism and its
economic benefits.
• Enhancing multicultural
education, awareness,
understanding, and respect.
• Reducing obesity and health care
needs through healthier living.
Our Greater San Diego Vision 27
CHAPTER 3San Diegans Make Choices about Their Future
30% | 32%Protect and connect natural lands. Protect, promote, and connect our
tremendous natural and outdoor amenities, including beaches, bays, canyons,
rivers, mountains, and parks.
• All communities have access to parks and open space.
• A regional open space network links beaches, bays, canyons, rivers,
mountains, and parks.
• Key open space areas are acquired and protected.
FOR GREATER COMMUNITIES
Approaches were ranked in order of their importance.
Percentages represent the proportion of people who ranked that approach #1.
Listed in order of the Choosing results.
Participants also allocated
100 points among the approaches.
The chart shows the average number of
points allocated for each approach.
Note: Pie chart slices represent the
online choosing results.
16 | 1724 | 25
21 | 20
21 | 20
18 | 18
scientific survey(right)
online choosing(left)
Expand education’s focus on physical activity, arts, civics,
and culture. Support education to help people live balanced, productive
and happy lives and respect other cultures and diversity. 24% | 28%
• Every student learns about arts, civics, culture, and a healthy
lifestyle in school.
• Community and cultural organizations increase educational
programming, activities, and resources.
Ensure access to major community amenities. Ensure access for all
residents to important regional amenities (natural or man-made). 19% | 21%
• As the region grows, existing amenities are improved or new
amenities are added.
• A variety of transportation options provide access to major amenities.
• Technology facilitates virtual access to amenities and programs.
Provide access to gathering places. Ensure that all communities have
access to physical and virtual gathering places. 14% | 10%
• Gathering places may include parks and open space, recreation centers,
schools, virtual gathering places, and facilities for arts and cultural programs.
• People can get to gathering places on foot or by bicycle.
Promote San Diego’s unique culture and history. Protect, preserve,
and educate residents and potential visitors about unique aspects of the
San Diego region’s culture and history. 12% | 9%
• Arts, design, architecture, and innovation.
• Bi-national arts, culture, and experiences.
• Unique regional history as the bi-national birthplace of California.
scientific survey(right)
online choosing(left)
credit: Vincent Blocker
Our Greater San Diego Vision28
CHAPTER 3San Diegans Make Choices about Their Future
Live: Housing, the Environment, Transportation, and Cost of LivingSan Diegans care about their community—the places we live, work and
spend time with family and friends. More than anything else, we want
to be able to afford a desirable place to live that is close to places we
want to go. We want a safe community with good neighbors, where we
can easily access work, parks, shopping, and open spaces. We also care
about impacts on the natural environment – from water resources to our
natural surroundings and habitat areas, to greenhouse gas emissions. San
Diegans are ready for communities to change, as needed, to provide a
high quality of life for future generations.
Presenting Choices to the Public
Participants evaluated regional priorities, including future land-use
scenarios, growth strategies, and regional collaboration. The future
land-use scenarios were based on input from the public, and regional
and national experts. Importantly, all four scenarios accommodate
future growth much more compactly than the region currently does, and
include the same future regional improvements for both roads and public
transportation. The scenarios differ most in the degree to which each
provides the mix of housing people will want and will be able to afford.
The scenarios also differ in the degree of regional cooperation needed
to locate housing options closer to jobs, and people closer to public
transportation, parks, stores, and other places they want to go.
Land-Use Scenarios for Show Your LoveFuture land-use scenarios help
predict what the future might
look like based on choices we
make today. It is then possible to
calculate, as best we can, what
impact those choices would
have on things that matter to us.
Show Your Love presented four
scenarios, illustrated by maps
on the opposite page, along
with key information about their
future impacts.
Our Greater San Diego Vision 29
CHAPTER 3San Diegans Make Choices about Their Future
A
B
C
D
Scenario A: In Scenario A’s vision of the future, we will continue to
grow and develop the region much as we have in the past. The county
and each of the cities will continue to pursue their own plans for the
future—independent of others in our region. In this vision of our future,
most people will continue to live in single-family homes and much
of our new housing will be in neighborhoods that are separated from
jobs, shopping, recreation, and public transportation. If we choose this
direction, we use more water and consume somewhat more land than
the other scenarios.
Scenario B: In Scenario B’s vision of the future, we will build the types
of housing that people will want and be able to afford, including a
mix of single-family homes, apartments, and townhomes. In this vision
of the future, the county and cities will need to cooperate and work
together to build new regional job centers for the entire region and
locate jobs, shopping, recreation, and public transportation closer to
where people live. While focusing on creating new job centers and
meeting peoples’ housing choices, Scenario B also uses less vacant
land, sensitive land, and water than Scenarios A and D.
Scenario C: In Scenario C’s vision of the future, we will concentrate
new housing into more compact types of development further
reducing development on open and sensitive lands as well as overall
water consumption. More people will live in townhomes than in any
other scenario and a lot fewer people will live in single-family homes
than today. In this vision of the future, the county and cities will need
to cooperate and work together. By working together, we will be able
to locate jobs, shopping, recreation, and public transportation closer to
where people live.
Scenario D: In Scenario D’s vision of the future, we will follow
the current city and county growth projections for where jobs and
people will go in their communities and the region. The key to this
vision of the future is that most of the new housing will be in the form
of mid- and high-rise apartments and condo towers—more than a
third of new housing will be in high-rise buildings and an additional
one fourth of all the housing will be in 3- to 6-story buildings. Overall,
there will be far fewer people living in single-family homes. At the same
time, more vacant land will be consumed by rural housing on lots
larger than one acre. Because the County and each city continue to do
independent planning in this scenario, some cities will avoid any growth
in their community while others will end up building a lot of new mid-
and high-rise housing. This scenario puts more people closer to the
coast and public transportation than any other scenario.
Scenarios as described in Show Your Love:
Our Greater San Diego Vision
Our Greater San Diego Vision30
CHAPTER 3San Diegans Make Choices about Their Future
Scenario performance as described in Show Your Love:
26% 29% 30% 41%
25.2 24.4 24.2 24.9
11% 29% 34% 49%
Percent of people within walking distance of public transportation
Daily commute time (in minutes)
Greenhouse gas emissions (per capita pounds per day)
Percent of growth that is infill
Rural 1% 1% 0% 3%
Standard single-family (6,000-12,000 sq ft lot) 35% 22% 16% 9%
Compact single-family (<6,000 sq ft lot) 27% 25% 22% 9%
Townhomes 22% 29% 34% 17%
Mid-rise 9% 13% 16% 26%
High-rise 6% 10% 12% 36%
Percent of people who will be able to find
the kind of housing they want and can afford
87% 99% 93% 62%
Housing Mix
A B C DScenarios
Growth PatternImpacts
$$$
2.7%2.5% 0.3%1.1%
207 196 157 214
17.9% 17.4% 16.1% 17.5%
$$$ $$$$ $$$
HOUSINGCOSTPERSQUAREFOOT
PERCENTOFCOUNTYURBANIZEDIN40YEARS
OUTDOORWATERCONSUMPTION(gallonsperday/household)
PERCENTOFCOUNTY’SAGRICULTURALLANDUSEDFORDEVELOPMENT
$$$
2.7%2.5% 0.3%1.1%
207 196 157 214
17.9% 17.4% 16.1% 17.5%
$$$ $$$$ $$$
HOUSINGCOSTPERSQUAREFOOT
PERCENTOFCOUNTYURBANIZEDIN40YEARS
OUTDOORWATERCONSUMPTION(gallonsperday/household)
PERCENTOFCOUNTY’SAGRICULTURALLANDUSEDFORDEVELOPMENT
$$$
2.7%2.5% 0.3%1.1%
207 196 157 214
17.9% 17.4% 16.1% 17.5%
$$$ $$$$ $$$
HOUSINGCOSTPERSQUAREFOOT
PERCENTOFCOUNTYURBANIZEDIN40YEARS
OUTDOORWATERCONSUMPTION(gallonsperday/household)
PERCENTOFCOUNTY’SAGRICULTURALLANDUSEDFORDEVELOPMENT
Housing cost per sq ft
Percent of County urbanized in 40 years
Outdoor water consumption (gal/day/household)
Growth on agricultural land (in acres)
Housing MixImpacts
Scenarios A B C D
Scenarios A B C D
$$$
2.7%2.5% 0.3%1.1%
207 196 157 214
17.9% 17.4% 16.1% 17.5%
$$$ $$$$ $$$
HOUSINGCOSTPERSQUAREFOOT
PERCENTOFCOUNTYURBANIZEDIN40YEARS
OUTDOORWATERCONSUMPTION(gallonsperday/household)
PERCENTOFCOUNTY’SAGRICULTURALLANDUSEDFORDEVELOPMENT
17.9% 17.4% 16.1% 17.5%
207 196 157 214
10,582 4,623 1,521 11,340
Our Greater San Diego Vision
The Impact of a Difficult and Uncertain Housing Approval ProcessAs a result of interviews with local
developers and discussions with the
Work Task Force, it is apparent that
lengthy and uncertain entitlement
and approval processes increase
costs and hamper construction of
sufficient supply to meet demand.
One role of Our Greater San Diego
Vision is to address these kinds of
issues. A regional vision can provide
clear objectives about the types of
housing that people most desire.
By providing guidance for policy
decisions, the Vision can provide
support so that the desired kinds
of development in appropriate
locations are easy and affordable to
build and allowed by right. This will
help moderate housing prices for
all San Diegans while incentivizing
the right kind of growth and
preserving key open space areas.
CHAPTER 3San Diegans Make Choices about Their Future
Show Your Love Results
Participants selected Scenario B as their top preference, with
Scenario C coming in second. Scenario B was likely preferred
because it provides the mix of housing people are projected to
want and be able to afford, based on current preferences and
anticipated future demographic changes. The mix includes single-
family homes, apartments and townhomes.
At the same time, the growth patterns in both Scenario B and
Scenario C resulted in decreased water consumption and less land
(including agricultural land) used for development. Scenarios B and
C both include new job centers and balanced growth in the north
and south parts of the county. They both locate jobs and housing
in proximity to each other by locating centers of commerce,
shopping and recreation throughout the developed areas of the
region. By putting housing close to public transportation and
jobs, Scenarios B and C slightly reduce daily commute times and
greenhouse gas emissions compared to the other scenarios.
Scenario C is similar to B but includes slightly more compact
development that does not match what people will want and be
able to afford as closely as B does. Together, Scenarios B and C
were the choice of more than 80% of the participants.
FOR GREATER LIVING
Scenarios B and C were the choice of more than 80% of the participants in
the visioning.
Participants selected one scenario that reflected their personal
overall preference for the future of the San Diego region.
Percentages represent the proportion of people who ranked that scenario #1.
scientific survey (right)
online choosing (left)
B
A
8% | 5%
43% | 52%
11% | 14%
C
D
38% | 29%Note: Pie chart slices represent the
online choosing results.
credit: www.keithkylehomes.com
31
Current Plan Projections
Future Market Demand
Rural
Standard single-family home (6,000-12,000 sq ft lot)
Compact single-family home (<6,000 sq ft lot)
Townhomes
Mid- or high-rise
62% 17%
9%9%
3%
22%
25%29%
23%
1%
Our Greater San Diego Vision32
CHAPTER 3San Diegans Make Choices about Their Future
Getting to the Preferred Scenario
Scenario B differs significantly from current city and county
projections of where housing and jobs will be in the future. The
majority of new growth in existing plans is projected for the south
county and includes a vast amount of redevelopment in existing
communities, primarily in the city of San Diego. Scenario B includes
significant, but reduced, redevelopment in the south county and the
city of San Diego, and increases new growth in the north county,
particularly near the Sprinter rail line.
Scenario B matches projections of housing people will want and
be able to afford, resulting in 52% of new units as multi-family
(apartments, condominiums, and townhomes or row houses). In
Scenario B, 48% of future housing would be in the form of single-
family detached homes, with roughly half of that on small lots
(under 6,000 square feet per lot). By comparison, current plans
designate 80% of new housing units as multi-family (apartments,
condominiums, and townhomes or row houses). This means that
only 20% would be single-family detached homes. A mismatch
between the housing being built and what people want can cause
prices of the desired units to increase dramatically.
By matching housing to market demand, Scenario B consumes
significantly less land than what has been the case for the last
30 years, and even less than what is currently projected for the
future, with only 1% of growth in the form of very large lot,
rural housing.
Getting from current plans and projections to something more like
Scenario B will take coordinated effort and regional cooperation to
ensure that all local plans and approvals, when aggregated, provide
what people want and can afford. When some communities resist
growth, or resist a particular type of growth, burdens can be created
for other communities and for the region as a whole.
Balancing Housing Stock with Future DemandToday, the housing mix in San Diego
County is approximately 55% single-
family homes, 16% townhomes, and
29% other multi-family. To meet the
housing mix called for by current
city and county plans, 80% of all new
housing built in the San Diego region
would need to be in townhomes,
apartments and condos, rather
than single-family homes. Housing
demand projections based on future
demographic changes, however,
call for much fewer apartments and
condominiums, with much of the
housing demand being for townhomes
and compact single-family homes. The
scenario modeling demonstrates that it
is possible to allow the market to meet
the actual demand without sacrificing
other goals such as protecting open
space, reducing travel times, and
limiting greenhouse gas emissions.
Our Greater San Diego Vision 33
CHAPTER 3San Diegans Make Choices about Their Future
Results for Specific Growth Issue Questions
Overwhelming support for regional collaboration. 75% of
participants support regional collaboration where cities, the
county, local communities, and other organizations work together
to identify and meet shared goals.
Support for high-speed rail. When asked if high-speed rail should
be built “to connect San Diego to Los Angeles and other major
cities in California,” by almost a 4:1 margin, San Diegans strongly
agreed or somewhat agreed.
Support for a new South Bay university. When asked if a new
university should be built in the South Bay to meet the higher
education needs of people throughout the region and to become
an international hub for new job creation, nearly two-thirds
strongly or somewhat agreed.
Support for redevelopment of Qualcomm Stadium. Nearly
two-thirds of the participants strongly or somewhat agreed that
Qualcomm Stadium and its parking area should be redeveloped
into a vibrant new town center with jobs and housing.
Some support for select new development.
Additional international airport: Participants strongly agreed or
somewhat agreed, by a 2:1 margin, that because the ability to
expand the existing international airport is limited, building an
additional international airport would be good for the region.
A new sports and entertainment complex: For the region to be
world-class, nearly 50% strongly agreed or somewhat agreed that
it would be necessary to build a new sports and entertainment
complex to attract major professional and college-level teams
and attract major cultural and sporting events.
Lack of support. San Diegans were almost evenly split between
support and opposition for development in areas like Rancho
Guejito. Slightly more were opposed than were in favor of
allowing some building along the coast to be taller than 30 feet
even to avoid building on more vacant land, although a significant
number were undecided.
credit: California High-Speed Rail Authority
Our Greater San Diego Vision34
CHAPTER 3San Diegans Make Choices about Their Future
Learn: Education and LearningThe quality of the region’s educational environment and learning
systems is important for attracting a competitive labor force and
employers, fostering multicultural awareness and understanding,
building a participatory democracy, and maximizing the opportunity
for all San Diegans to succeed. San Diegans clearly communicated the
importance of education in the values research conducted early in the
visioning process.
Presenting Choices to the Public
Optional approaches for the future of San Diego’s education system
came out of the process and from the Learn Task Force. First,
participants were asked to consider three goals and were given 100
points to allocate among them. Next, participants ranked seven
specific strategies in order of importance. Participants were then
shown five general approaches to improve education and learning and
asked to rank them in order of their importance and then allocate 100
points among the five approaches. They could also allocate points to
continuing the existing education system.
Show Your Love Results
Remarkably, San Diegans registered almost equal support for all
three goals, suggesting a balanced learning and education system that
is not narrowly focused on any one approach. All seven of the specific
actions received strong support, with a clear majority of San Diegans
rating each action either important or extremely important.
FOR GREATER EDUCATION
Ready for ChangeIt is clear that San Diegans
are ready to try new approaches
to improve the quality of
education and learning, including
some approaches that would
require significant changes.
San Diegans want a learning
environment that prepares people
for a global economy, a civil
society and democracy, and a
lifetime of personal achievement.
Participants allocated 100 points among three goals.
The numbers represent the average number of points allocated for each approach.
Listed in order of the Choosing results.
Enable individuals to participate effectively in a dynamic, global economy.
Maximize individual potential and well-being.
Prepare individuals to be well-informed and actively engaged in civic
and political matters.
scientific survey (right)
online choosing (left)
36 | 36
32 | 32
32 | 32
Our Greater San Diego Vision 35
CHAPTER 3San Diegans Make Choices about Their Future
Prepare students for success in a global economy. 16% | 17%
• All learners are taught multiple languages and exposed to world cultures and places.
• Learners develop workplace skills and receive career planning and mentorship.
Expand the marketplace of learning options. 16% | 12%
• A wide variety of education providers offer a range of options.
• Competition promotes quality, innovation and affordability.
• Learners and parents receive guidance to navigate options.
• Funding allows access to a wide array of offerings.
Implement universal post-secondary learning. 15% | 18%
• Post-secondary learning options are expanded and financial assistance is available.
• Education focuses on post-secondary preparation, including apprenticeship and
vocational learning.
Learners have opportunities to develop workplace success skills including critical thinking, creativity, teamwork, and communication.
Parents are educated in how to prepare their children for school.
Technology is used to expand learning options, personalize teaching, provide feedback, and connect learners with one another and other places/countries.
Options are provided for lifelong learning as changes occur in the economy or in people’s interests, employment and career status.
All children receive pre-kindergarten and kindergarten education.
Learners and parents receive help to guide them through the options for learning.
Competition among education providers promotes quality, innovation and affordability.
85% | 79%
78% | 69%
77% | 73%
76% | 71%
76% | 67%
74% | 69%
64% | 58%
27% | 25%
Approaches were ranked in order of their importance to the
successful future of education and learning.
Percentages represent the proportion of people who ranked that approach #1.
Listed in order of the Choosing results.
Prepare children to learn.
• Every mother receives affordable pre-natal care.
• Parents receive help to prepare their children.
• Universal pre-school and kindergarten are provided.
Personalize education and learning.
• Each learner is taught in the way he/she learns best.
• Learners move as fast as they are able.
• Technology is used to teach in personalized ways, and
connect learners with one another and teachers/parents.
Participants ranked seven strategies based on the importance to them personally.
Percentages reflect the proportion of people who gave it the first or second highest possible score
(a 4 or a 5). Listed in order of the Choosing results.
24% | 29%
Participants allocated 100
points among the approaches,
including the option to
continue the existing system.
The chart shows the average number
of points allocated for each approach.
Note: Pie chart slices represent
the online choosing results.
Continue the existing system (not included in the ranking portion
of the choosing)
scientific survey(right)
online choosing(left)
23 | 20
19 | 19
18 | 17
15 | 15
15 | 14
10 | 15
Our Greater San Diego Vision
A clear vision for the future of the San Diego region allows residents, business owners, governments, and
stakeholders an opportunity to contribute to its fruition and help advance the region’s shared aspirations.
credit: Nguyen Truyen
Core Values and GoalsThrough the research, surveys, and public engagement process, it became
clear what San Diegans want – a future that is built upon four core
values: quality jobs and a reasonable cost of living that benefit the entire
community, family-friendly neighborhoods and communities, outdoor
opportunities for enjoyment with family and friends, and quality education
and learning opportunities.
In the public choosing phase, San Diegans established seven goals that
will serve our four core values, improve our quality of life, and allow us to
Work, Enjoy, Live, and Learn.
1. A prosperous economy provides a broad range of job opportunities.
2. Housing options match what people want and can afford.
3. A quality learning environment effectively prepares people for life.
4. Neighborhoods are safe, vibrant and convenient centers of community
life, arts, and culture.
5. Nature is accessible, connected, and protected for people to enjoy.
6. Convenient transportation choices are available for people to go
where they want.
7. Trusted regional leadership, collaboration, and participation create a
future that fulfills people’s hopes and dreams.
CHAPTER 4
Our Greater
VISIONSan Diego
37Our Greater San Diego Vision
Our Greater San Diego Vision38
CHAPTER 4Our Greater San Diego Vision
1. A Prosperous Economy Provides a Broad Range Of Good Job Opportunities
San Diegans envision a regional economy where
businesses thrive and local residents share in
economic growth and prosperity. The region’s
organizations and institutions must work together
with the public to support and strengthen the
San Diego region’s primary economic drivers
(innovation, the military, and tourism), and to
ensure that local businesses and residents are
prepared to prosper from growth in these sectors.
2. Housing Options Match What People Want and Can Afford
People love living here, but the inability to find
housing they can afford creates stress and
financial worry, limits economic development,
and can force people or their children to move.
The region’s future hinges on its ability to create
housing options that people want and can afford.
While each individual community will likely
have a different mix of housing types, it
is important that residents of all ages and
backgrounds can find a home. The region must
create housing that people will need in the future,
and realize that market forces will drive prices up
if supply is lacking.
San Diegans Envision a Region Where…
credit: East County Magazine
Our Greater San Diego Vision 39
CHAPTER 4Our Greater San Diego Vision
3. A Quality Learning Environment Effectively Prepares People for Life
San Diegans want an effective learning
environment that maximizes individual potential
and well-being, prepares individuals to be
well-informed and actively engaged in civic
and political matters, and enables individuals
to participate effectively in a dynamic, global
economy. San Diegans want to explore a variety
of new approaches, including some that would
require radical change.
Ensuring an effective education system is
critical to developing a competitive labor force
that will attract employers, foster multicultural
awareness and understanding, build a
participatory democracy, and maximize the
opportunity for all San Diegans to succeed.
4. Neighborhoods Are Safe, Vibrant, and Convenient Centers of Community Life, Arts, and Culture
San Diegans’ quality of life is strongly dependent
on where we live, how safe and secure we feel,
how well we know our neighbors, and whether
there is a vibrant sense of community. We want to
live in a place where it is easy to get to work, get
kids to school, access green space and cultural
amenities, and spend time with family and friends.
We also want a community that has character
and identity based on the creative and artistic
contributions and aspirations of our residents.
These dimensions of cultural vitality are linked to
economic development, positive health outcomes
and civic engagement. As the region grows, we
must reinvest in existing neighborhoods and grow
new neighborhoods, so that all people of the
San Diego region have desirable places to live.
Our Greater San Diego Vision
Our Greater San Diego Vision40
CHAPTER 4Our Greater San Diego Vision
5. Nature Is Accessible, Connected, and Protected for People to Enjoy
San Diegans want a future where they have access
to parks, open space, beaches, bays, canyons,
rivers, and mountains, with a regional open space
network linking and protecting those areas.
San Diegans have a long history of protecting
the region’s beauty and diverse wildlife through
ambitious programs to create a regionally
interconnected system of open space and natural
habitat preserves. This needs to continue in a way
that is compatible with future development.
Much more can and must be done to develop a
complete system of natural lands, and improve
access to parks and open space in park-poor
neighborhoods. Both acquisition and stewardship
efforts to manage and create access are essential.
6. Convenient Transportation Choices Are Available for People to Go Where They Want
San Diegans want to be able to travel without
wasting time in traffic so that we can spend more
time with family and friends. We want a future
with more transportation choices; roads that are
not congested; destinations, such as shopping,
work and recreation, closer to home; walkable
and bikeable neighborhoods; and less of our
income spent on transportation.
Convenience requires reducing travel distances
by shifting land-use patterns to bring homes, jobs,
shops, services, and educational facilities closer
together in more accessible environments. It also
means embracing new travel choices, including
public transportation, and expanded bikeways and
walkways, and finding the resources to invest in
the infrastructure the region needs.
San Diegans Envision a Region Where…
Our Greater San Diego Vision 41
CHAPTER 4Our Greater San Diego Vision
7. Trusted Regional Leadership, Collaboration, and Participation Create a Future That Fulfills People’s Hopes and Dreams
At the outset of Our Greater San Diego Vision,
San Diegans said that the region needed
leadership to develop a long-range vision for
the future. San Diegans want to be, and will
become, more involved if they are provided
with clear choices and a way to participate.
In this effort, San Diegans set a national
record with their level of participation. Future
public engagement can be equally or even
more successful.
Future collaboration should involve diverse
stakeholders, incorporate San Diegans’
values, and present clear choices with a simple
and convenient way to respond. This process
should drive ongoing engagement.
The number of San Diegans who said that the
region is doing an excellent or good job of
planning and preparing for the future increased
by 10% during the visioning process.
San Diegans have a history of coming together
to do great things for the future. All of us can
continue that tradition to build on the past and
continue to improve the quality of life of the
San Diego region for tomorrow.
Our Greater San Diego Vision
The San Diego region has a once-in-a-generation opportunity to capitalize on the momentum and
energy of Our Greater San Diego Vision. The future of the region is up to all of us.
Strategies and Actions By working together today, we can achieve the future to which
we collectively aspire: a prosperous economy with housing that
people want and can afford, a quality learning environment, vibrant
neighborhoods and rich culture, an interconnected network of
protected natural lands, and convenient transportation choices.
Our Greater San Diego Vision and its seven goals were derived
from San Diegans’ core values, the Show Your Love campaign
results, and many discussions during task force meetings and
regional workshops. In support of the seven goals that were set,
the participants in each WELL task force brainstormed potential
strategies and associated actions to achieve them.
Many local governments, businesses, and community organizations
are already pursuing efforts to advance priorities identified in the
Vision. However, the online choosing and scientific survey show
that people in our region, including many involved in those efforts,
do not think this is enough.
To continue conversations about what more might be done, this
chapter offers numerous examples of inspiration and potential
strategic actions. These are organized by the core goals and
originated in task force discussions and recommendations, from
the Show Your Love results, and from nation-wide best practices.
43
supporting the
goalsVISION’S
CHAPTER 5
Our Greater San Diego Vision
Residents desire stronger leadership,
more community participation and
collaboration to ensure a better future for their children and
grandchildren.
Our Greater San Diego Vision44
CHAPTER 5Supporting the Vision’s Goals
Potential strategy to achieve goal #1:
1. Make critical investments so the entire region can
participate in the 21st century economy.*
Supporting actions to consider:
• Invest in the expansion of existing job centers and the
creation of new ones.*
• Continue to enhance infrastructure systems including
transportation and utilities.*
• Expand investment in the commercialization of technology
and manufacture of new products (keep all stages of
product development and production here).*
• Increase the educational attainment and training of the
local workforce.*
• Continue to invest in important catalysts: tourism
attractions, research institutions and universities, and
military facilities.*
Potential strategy to achieve goal #1:
2. Promote the continued prosperity of San Diego’s major
traded economies:10 innovation, the military, and tourism.*
Supporting actions to consider:
• Find opportunities for convergence among innovation,
tourism, and the military, as well as the local-serving
industries.
• Foster greater collaboration among economic
development organizations to promote growth of
clusters across the region.
• Increase training for residents and increase the number
of graduates in post-secondary programs in science,
mathematics, engineering, computer science, hospitality
management, and tourism.
10 As described above, this term refers to the three major San Diego industries that bring money into the region from outside. This money then circulates through the region’s economy.
#1: A Prosperous Economy Provides a Broad Range of Good Job Opportunities
The three most significant traded
economies in the San Diego region are
the military, tourism, and innovation.
* Indicates specific strategies
and actions that were part of the
Show Your Love campaign and were
supported by people across the region.
Our Greater San Diego Vision
CHAPTER 5Supporting the Vision’s Goals
South Bay University Continue planning efforts to establish a
new university in the South Bay area as an
international hub for job creation.
With no four-year university in the southern
part of the region today, this would provide
area learners accessible, higher education
opportunities and increased higher-paying
employment opportunities. Additionally, it
would contribute to a larger, higher educated
workforce, resulting in ability to recruit more
diverse businesses and employers to the region.
Like other universities in the region, it would
catalyze economic development by spurring
research and development and attracting
employers. Moreover, a multi-national, multi-
cultural university could enhance our
economic relationship with Mexico.
Big IdeasPotential strategy to achieve goal #1:
3. Foster San Diego’s major economic growth
opportunity – its innovation economy.*
Supporting actions to consider:
• Promote growth of existing and new research
and educational institutions for communications,
life sciences and emerging technologies.
• Encourage regulatory policies that attract and
retain innovation and technology companies
and entrepreneurs.
Potential strategy to achieve goal #1:
4. Ensure that all businesses and residents benefit
from the region’s economic growth.*
Supporting actions to consider:
• Continue to invest in community-based training
to help residents benefit from growing industries.*
• Put new jobs closer to a greater share of the
region’s workforce (South and East County).
• Provide more technical assistance to local
businesses that have the potential to provide goods
and services to the traded economies.
Philanthropic Venture FundCreate a philanthropic venture fund to invest in locally
based, pre-screened, start-up companies which would be
supported and monitored by a qualified not-for-profit.
Participating companies would be committed to building
their business here in San Diego County as a requirement
for funding. The highly successful model, EvoNexus,
which has supported 24 new companies, helped them
secure $82 million in capital, and created more than 300
jobs in relatively short order, is a good example.
45
credit: Irene Tena, CommNexus
Our Greater San Diego Vision
Our Greater San Diego Vision46
CHAPTER 5Supporting the Vision’s Goals
Potential strategies to achieve goal #2:
1. Continue to develop and refine region-wide goals
for the amount and type of housing needed for the
long-term growth.
2. Enhance regional collaboration to identify locations to
accommodate growth, through expanded development
in existing communities, and strategic new growth.
3. Continue to identify and reduce barriers (regulatory
costs, uncertainty, and approval delay) to housing
development.
4. Reduce transportation costs by locating more new
housing near jobs and public transportation, and new
jobs and public transportation near housing.
5. Reduce household utility costs by helping residents
identify ways to save energy and water.
6. Explore elements of Our Greater San Diego Vision to
include in the next RCP update.
Supporting actions to consider:
• Expand transportation investments that align housing
growth with existing and future transit.
• Work with larger employers to implement Employer-
Assisted Housing Programs.
• Promote small-scale infill, such as mother-in-law
apartments.
• Set local and regional housing goals that result in a mix
of price and type.
• Explore a variety of approaches, including increased
rentals, co-housing, ground leases, and land trusts.
• Explore cooperative housing agreements between
local jurisdictions.
• Collaboratively identify and pursue government grants,
financing, infrastructure assistance, and tax credits.
#2: Housing Options Match What People Want and Can Afford
Rich, Vibrant Infill DevelopmentWeave together all that we love about well-
designed neighborhoods – layout, multiple
uses, walkability, vibrancy, proximity
to transit options, and the sense of
community. Then leverage new technology
and develop neighborhoods to be rich
with energy and life. As an example, nearly
two-thirds of Show Your Love responses
agreed that Qualcomm Stadium could be
redeveloped into a vibrant new town center
with jobs and housing.
Big Ideas
Potential new development replacing
Qualcomm Stadium, as depicted in the
online choosing.
credit: Fregonese Associates
47
CHAPTER 5Supporting the Vision’s Goals
Our Greater San Diego Vision
#3: A Quality Learning Environment Effectively Prepares People for Life
Our Greater San Diego Vision
* Indicates specific strategies
and actions that were part of the
Show Your Love campaign and were
supported by people across the region.
Potential strategy to achieve goal #3:
1. Explore and implement innovative
opportunities to personalize learning.*
Supporting actions to consider:
• Teach each learner in the manner and style
in which he/she learns best.*
• Allow learners to move as fast as they are
able, with advancement to new concepts
based on mastery.*
• Use technology to expand learning options,
teach in personalized ways, connect learners
with one another and with other places and
countries, and continually assess competency.*
• Expand the role of a teacher to include
traditional roles such as direct instruction
and mentorship, as well as new roles such as
creating personalized learning plans, selecting
optimal learning options, and analyzing
assessment data.
Potential strategy to achieve goal #3:
2. Explore and implement innovative
opportunities to prepare children to learn.*
Supporting actions to consider:
• All parents are able to take advantage of
affordable pre-natal care so that children are
born healthy and ready to learn.*
• Educate parents in how to best prepare their
children to enter the education system.*
• Prepare children for formal learning through
universal pre-school and kindergarten
education.*
Potential strategy to achieve goal #3:
3. Explore and implement innovative means
to prepare learners for success in a global
economy.*
Supporting actions to consider:
• Teach multiple languages to all learners, and
utilize technology to connect them to native
speakers in other countries.*
• Provide learners frequent opportunities to
develop and practice workplace success skills
including critical thinking, problem-solving,
collaboration and teamwork, communication,
adaptability and resilience, creativity, and
information analysis.*
• Engage learners in a variety of artistic and
cultural experiences throughout their schooling.
• Expose learners to a number of career options,
provide career planning, and give opportunities
for career mentorship through business
partnerships and on-line resources.
• Evaluate learning options and outcomes against
international best practices.
Potential strategy to achieve goal #3:
4. Explore and implement innovative opportunities
for universal post-secondary learning.*
Supporting actions to consider:
• Prepare all students for post-secondary
education using rigorous curricula, high-quality
learning options, and world-class instruction.*
• Provide apprenticeship options which provide
individuals with employable skills.*
• Provide learning options which allow people
to acquire and improve skills as changes
occur in the economy or in their interests,
employment or career status.*
• Provide career and educational counseling,
financial assistance, and mentoring programs
to students long before they finish secondary
education.
• Ensure everyone has affordable access to
learning offerings throughout their lives.
Potential strategy to achieve goal #3:
5. Explore and implement innovative
opportunities to expand the marketplace
of learning options.*
Supporting actions to consider:
• Encourage competition to drive quality,
innovation, and affordability among providers.*
• Provide guidance to learners and parents to
help them navigate and select options, and
change options when appropriate.*
• Create systems where education providers
are held responsible for stated outcomes and
quality measures, but have flexibility in content
and delivery methods.
• Provide learning options in a variety of settings
such as museums, libraries, public service
departments, community centers, and small
and large businesses – in addition to public and
private schools.
Potential strategy to achieve goal #3:
6. Promote learning about the arts, civics, culture,
and healthy lifestyles.*
Supporting actions to consider:
• Integrate arts, civics, culture, and healthy
lifestyle learning as elements of each school’s
activities, curriculum, mission, and teacher
training.*
• Through the specific involvement of
community and cultural organizations, promote
and expand activities, resources, and programs
that focus on this goal and that are accessible
to all people.*
• Support existing collaboratives working to
increase school districts’ capacity for K-12
arts education.
• Increase professional development
opportunities for teachers in methods that use
the arts to teach math, science, technology,
engineering, and social studies.
• Support more partnerships between area higher
education institutions and the arts community. Our Greater San Diego Vision48
CHAPTER 5Supporting the Vision’s Goals
Big IdeasEstablish a Public Education FundAs demonstrated by the Choosing results, San Diegans
are ready for innovation and experimentation in
education. Creating a local public education fund that
blends public and private resources would support
and encourage cutting-edge education practices and
ensure all learners are able to access a wide array of
high-quality offerings. San Diego remains the only
major metropolitan area in the nation that does not
have a public education fund.
Our Greater San Diego Vision
CHAPTER 5Supporting the Vision’s Goals
Potential strategy to achieve goal #4:
1. Create community through culture, the arts
and education.
Supporting actions to consider:
• Initiate a region-wide assessment of the region’s
arts and cultural assets, needs, opportunities, and
resources, and establish an agenda for the future.
• Encourage the adoption of arts-friendly public
policies in every municipality.
• Increase the availability of social gathering spaces
and places – formal and informal – in which arts and
cultural activities can take place.
• Invest in cultural organizations and artist-run venues
that advance individual creativity and innovation.
• Increase the placement of works of art in
neighborhood and community settings to reflect the
diverse history, cultures and peoples of the region.
• Enhance a sense of “place” by encouraging
excellence in architecture and thoughtful historic
preservation.
• Explore “big ideas” that promote cultural tourism
and showcase the region’s creativity, multi-national
culture and unique history.
• Create a cultural vitality measurement system to
track the ongoing health of the arts, culture and
creative industries.
Potential strategy to achieve goal #4:
2. Promote and facilitate renewal of existing
communities through targeted development.
#4: Neighborhoods are Safe, Vibrant and Convenient Centers of Community Life, Arts and Culture
Create and Integrate Arts DistrictsWithin city centers, plan and cultivate mixed-
use areas with a high concentration of artists,
cultural facilities and creative industries, to
attract and retain a young, creative and highly
educated workforce. The arts will play a critical
role in establishing a network of places that
are vibrant centers of culture, creativity and
innovation. This could be modeled after the
I.D.E.A. District in San Diego: a living laboratory
that fosters creative and collaborative energy
in innovation, design, education, and the arts.
Big Ideas
49Our Greater San Diego Vision
* Indicates specific strategies
and actions that were part of the
Show Your Love campaign and were
supported by people across the region.
Our Greater San Diego Vision
CHAPTER 5Supporting the Vision’s Goals
Supporting actions to consider:
• Enhance community character and neighborhood
identity by encouraging high standards of excellence for
architecture and streetscape design.
• Identify targeted areas for renewal, and encourage
and incentivize development in those areas.
• Collaborate to implement community plans.
• Retrofit existing commercial roadways to accommodate
pedestrian and bike facilities.
• Invest in public amenities to attract people to
targeted areas.
• Leverage regional investments in transportation through
targeted local improvements such as parks and open
space, streetscape, schools, and community centers.
Potential strategy to achieve goal #4:
3. Retrofit existing neighborhoods and design new
neighborhoods to locate housing, amenities, shopping,
transit, and current or future job centers close together.
Supporting actions to consider:
• Encourage, incentivize, and fund demonstration
projects that promote compact, transit-oriented,
walkable, and bicycle-friendly land uses, with a range
of housing choices.
• Encourage and incentivize development projects that
locate housing, cultural and civic amenities, shopping,
transit, and jobs close together.
• Implement infrastructure financing methods to leverage
transit-oriented development and increase private
investment.
• Improve pedestrian and bike access to transit stations
and mixed-use districts, and ensure connections to and
through residential areas.
• Plan land-use and transportation investments to protect,
integrate with, and create access to nature.
50
* Indicates specific strategies
and actions that were part of the
Show Your Love campaign and were
supported by people across the region.
Our Greater San Diego Vision
Potential strategy to achieve goal #5:
1. Support ongoing conservation and protection
of natural resources as a top priority.*
Supporting actions to consider:
• Collaborate regionally to identify and preserve
additional key open space areas.
• Establish comprehensive funding mechanisms
for protecting, acquiring, improving, and
maintaining parks, open space and trails.
• Create incentives to encourage higher density
in concert with conservation and habitat
preservation in key areas.
Potential strategy to achieve goal #5:
2. Complete efforts to create a regional open
space trail network that links beaches, bays,
canyons, mountains, rivers, and parks.*
Supporting actions to consider:
• Target land acquisition and dedicate funding
to continue the creation of a connected system
of accessible open space.
• Collaborate regionally to create a comprehensive
network of pedestrian and bicycle trails.
Potential strategy to achieve goal #5:
3. Ensure all residents are provided information
about and have access to parks and open space
locally and regionally.*
Supporting actions to consider:
• Continue to identify and prioritize development
of recreational opportunities in areas lacking
parks and open spaces.
• Continue outreach to connect residents to
recreation and open space opportunities
available for their enjoyment.
• Continue to enhance and improve the
existing park and open space infrastructure.
Potential strategy to achieve goal #5:
4. Plan land-use and transportation investments to
protect, integrate, and create access to nature.
Supporting actions to consider:
• Consider protection of, integration with,
and access to nature in land-use and
transportation planning.
• Connect people to natural areas with
regional way-finding, educational and
interpretive signage.
CHAPTER 5Supporting the Vision’s Goals
Create a Regional System of Connected Parks and TrailsTarget land acquisition and dedicate funding
to create even more of a connected system of
accessible open spaces from the mountains to the
beaches. Projects of this kind increase accessibility
to nature, provide active and healthy-living
recreation choices, and protect sensitive natural and
cultural resources. A great example is Otay Valley
Regional Park: A multi-jurisdictional effort resulting
in a regional park surrounding the Otay River valley
from the Otay Lakes to South San Diego Bay.
#5: Nature Is Accessible, Connected, and Protected for People to Enjoy
Big Ideas
credit: www.ovrp.org
51
Our Greater San Diego Vision52
CHAPTER 5Supporting the Vision’s Goals
Potential strategies to achieve goal #6:
1. Connect people to major regional amenities
through transportation and technology.*
2. Expand regional open space, arts, community,
and cultural amenities as needed so that
capacity keeps up with demand. *
3. Consider building a new international airport.*
4. Balance growth throughout the urban areas
of the county.*
5. Continue to expand all modes of transportation
to meet regional needs.
6. Increasingly tie transportation planning to
regional goals such as economic development,
housing affordability, and conservation.
7. Plan and design transit corridors to meet
the needs of a full range of users, including
pedestrians, bicyclists, drivers, and transit riders.
8. Explore which elements of Our Greater San
Diego Vision could be incorporated into the next
revision of the regional transportation plan.
Supporting actions to consider:
• Retrofit existing commercial roadways to
accommodate denser uses, and pedestrian
and bike facilities.
• Consider connecting the airport, or an
additional airport, to rail transit.
• Consider implementing road-use pricing to
manage congestion.
• Connect public transportation to existing
attractions and locate future attractions near
public transportation.
• Make real-time transit information readily
available to users.
• Plan new housing, employment, and services
near transit corridors such as the Sprinter Line.
• Invest in bike and pedestrian infrastructure.
Inter-City RailBased upon 4:1 support in the Choosing,
the region should consider a convenient
travel alternative to the automobile, allowing
travel to other places in California without
the frustration of driving in traffic. Riding in a
comfortable rail car provides the opportunity
to connect to the office, read a book, or
simply relax. Rapid, convenient rail service
to Los Angeles and other California cities
will also connect job clusters and improve
business access, promoting economic
development. Various technology options
should be explored to determine their costs
and benefits.
#6: Convenient Transportation Choices Are Available for People to Go Where They Want
Big Ideas
credit: California High Speed Rail Authority
Our Greater San Diego Vision
Big Ideas
53
CHAPTER 5Supporting the Vision’s Goals
Potential strategies to achieve goal #7:
1. Establish trusted facilitators to continue bringing
together residents and regional stakeholders in a
collaborative environment.
2. Increase public participation and engagement in
finding and implementing solutions.
3. Provide a means for assessing and reporting
progress toward regional goals.
Regional Comprehensive Plan The San Diego region enjoys a
significant amount of regional
collaboration, which is reflected in
the RCP. Our Greater San Diego Vision
provides substantial data, engagement
methods, goals, strategies, and actions
that can inform the next update of the
RCP. The RCP could include elements
to provide financing mechanisms and
ensure implementation of the Vision.
Sub-Regional Visioning EffortsSupport and promote visioning efforts
in all areas of the county to continue
community-based engagement and
alignment with regional goals.
#7: Trusted Regional Leadership, Collaboration, and Participation Create a Future that Fulfills People’s Hopes and Dreams
for theSan Diego
Region
FinalJuly 2004
RegionalComprehensive
Plan
Our Greater San Diego Vision
* Indicates specific strategies
and actions that were part of the
Show Your Love campaign and were
supported by people across the region.
The question is not whether the region will change; change is inevitable. Rather, the question is: What kind
of change do we want to see? Do we want a future that meets our collective hopes, dreams, and values?
Clearly, we have seen that San Diegans want to be engaged and to influence the future for the better.
55
From Mind to Matter
Realizing the Vision
Collectively, San Diegans have formed a singular Vision
that addressed the four focus areas (WELL) that led to
the creation of the seven core goals. Yet the goals and
the focus areas weave together in many ways:
• A good education is essential to getting a good job
in order to afford a home in a good neighborhood
with access to nature.
• Transportation choices connect homes and
workplaces and provide access to nature.
• Cultural and community amenities are part of
community life and nature, and vital to attract and
retain key employers.
Pursuing all of the seven core goals to fulfill our
aspirations for the four focus areas will ultimately make
the Vision a reality. The San Diego Foundation will
continue in a leadership role to engage the community
and partners to lead the region forward.
forwardVISION
CHAPTER 6
Our Greater San Diego Vision
• Tran
sportation Choices • Nature is Accessible • Cente
rs o
f Com
mu
nit
y
Reg
ion
al C
olla
bora
tion
• G
ood Jobs • VISION GOALS • Housing O
ptions • Qu
ality Learnin
g •
The seven core goals describe a region we
want in the future where all San Diegans
Work, Enjoy, Live and Learn to the fullest.
Our Greater San Diego Vision56
CHAPTER 6Vision Forward
Collaborating for Our Future
Our Greater San Diego Vision is a starting
point to launch important conversations about
issues and make critical choices to achieve the
future we envision. The San Diego Foundation
Malin Burnham Center for Civic Engagement
(the Center) will continue mobilization of the
San Diego region in the quest for solutions. It
will be a hub of civic leadership – a place that
generates information and ideas, spurs vigorous
conversations about San Diego’s future, helps
launch ambitious initiatives, and contributes to
the development of action plans.
The Center will build on our robust history of
San Diegans coming together to do great things
and add to the myriad of forward-looking efforts
going on today.
• San Diego has a history of innovation that
boosts the local economy.
• Municipalities are working to develop
community centers, diversify housing options
and increase public transportation.
• The region already has world-class education
and research institutions.
• SANDAG just dedicated $2.58 billion to expand
non-automobile transportation and will be
updating the Regional Comprehensive Plan.
• We have a network of organizations that are
protecting and connecting natural lands.
The region’s many communities will
participate and provide insight to deepen
understanding of the most pertinent issues.
Ongoing public engagement about values and
priorities will ensure that the Vision is a living
thing so that community’s aspirations and needs
are met for generations to come.
The Ongoing Role of The San Diego Foundation Malin Burnham Center for Civic Engagement
The Center will provide a new framework for community
problem-solving, civic education, and policy analysis.
The Center will work with other institutions and individual
leaders, serve as a place to bring together different ideas
and perspectives, mobilize philanthropic support, and
pursue other resources to protect and enhance our quality
of life. Main activity areas will be: convenings, cutting-edge
research, major forums, strategic and proactive grantmaking,
informing regional public policy, assisting sub-regional
visioning efforts, and communications.
Our Greater San Diego Vision 57
CHAPTER 6Vision Forward
Achieving the VisionTogether, San Diegans have once again looked to the future with
hopes tempered by concerns. And once again, we have envisioned
a path to a bright future where everyone will have rich and varied
opportunities to work, enjoy, live and learn.
Aspirational and inspirational must become creational. Now –
together – we must make this vision become our future. We owe
that to ourselves, our neighbors, our children, and our grandchildren.
The crafting of Our Greater San Diego Vision is complete, but the
work – our work – has just begun.
Our Greater San Diego Vision
Craig Adams
Jennifer Adams-Brooks
Armin Afsahi
Brian Albright
Scott Alevy
Tim Allen
Deirdre Alpert
Bill Anderson
José Aponte
Paola Avila
Mary Ball
Mary Ann Barnes
Diane Barragan
Ruben Barrales
Richard Barrera
Deborah Barrow
Murtaza Baxamusa
Larry Baza
Michael Beck
Josephine Bennett
Ann Berchtold
Laurie Berman
Laurie Black
Howard Blackson
Ken Blanchard
Sue Botos
Karim Bouris
Julia Brown
Rebecca Tall Brown
Michael Brunker
Erik Bruvold
Mike Bullock
Christa Burke
Christina Burke
Malin Burnham
Anamaria Cabato
Mark Cafferty
Josie Calderon-Scott
Beth Callender
Peter Callstrom
Mike Carlisle
Sophia Carrillo
Constance Carroll
Tony Casciato
Dan Cayan
Ted Chan
Kelsey Chase
Carmen Chavez
Norma Chavez Peterson
LaVonna Connelly
Hugh Constant
Alana Coons
Paula Cordeiro
Myrian Solis Coronel
Carina Courtright
Cheryl Cox
Clare Crawford
Jose Cruz
Melanie Bell Cruz
Stephen Cushman
Carmen Cutter
Sandra Daley
Derek Danziger
Camille Davidson
Adam Day
Romeo De los Reyes
Christiana DeBenedict
Serge Dedina
Tracy Delaney
Kerri DeRosier
Jo Marie Diamond
Olga Diaz
Julie Dillon
Kathryn Dodson
Stephen Doyle
Berit Durler
Steve Duval
Robert Dynes
John Eger
Sanford Ehrlich
Megan Ekard
Joan Embery
Marti Emerald
Steven Erie
Vicki Estrada
David Estrella
Jim Farley
Cheri Fidler
Bill Figge
Adrian Fischer
Aurelia Flores
Judy Forrester
Marye Anne Fox
William D. French
Patricia Frischer
Ronne Froman
Cathy Gallagher
Gary Gallegos
Heidi Gantwerk
Pete Garcia
Kristin Garrett
Richard Gentry
Bill Geppert
Doug Gibson
Eric Gibson
Robert Gleason
Gerardo Godinez
Cindy Gompper-Graves
Irma Gonzalez
Lorena Gonzalez
Diane Goostree
Stedman Graham
Carrie Grote
Todd Gutschow
Benjamin Haddad
Michael Hager
Kevin Ham
Andy Hamilton
Victoria Hamilton
Sherman Harmer
Kevin Harris
Taha Hassane
Lorie Hearn
Paul Hernandez
Ed Herrera
Bella Heule
Jerry Hoffmeister
Brian Holland
Dan Hom
Clovis Honoré
Shirley Horton
Rob Hutsel
Efrain Ibarra, Jr.
Paula Ingrum
Lisette Islas
Dianne Jacob
Delores Jacobs
Valerie Jacobs
Nancy Jamison
Michelle Jaramillo
Our Greater San Diego Vision58
The Vision would not be possible without the ideas, perspectives and insights
of those committed and passionate volunteers from all walks of life represented on
the Regional Vision Group, the Regional Vision Council and the Task Forces. They
represent what is best about our region: civic-minded individuals dedicated to creating
a better future for our children and grandchildren.
Community Ambassadors
59
Ron Jessee
Mark Kabban
Marjory Kaplan
Stath Karras
Tim Kelley
Bob Kelly
Tara Kelly
Lee Ann Kim
Ray King
Gary Knight
Douglas Kot
Darryl LaGace
Ron Lane
Stacey Lankford Pennington
William Lansdowne
Linda LeGerrette
Robert Leiter
Xavier Lenyoun
LaDreda Lewis
Marco LiMandri
Mitzi Lizarraga
Gary London
Joni Low
Cary Lowe
Elyse Lowe
Tom Luhnow
Lani Lutar
Mary Lydon
Peter MacCracken
Steve Maciej
Robin Madaffer
Denise Mahaffey
David Malmuth
Arnulfo Manriquez
Connie Matsui
Gary Mayes
James Mazzola
Andrew McAllister
Jane McAuliffe
Sandra McBrayer
Michael McCoy
Judy McDonald
Bud Mehan
Julie Meier Wright
Rebecca Jones
Kris Michell
Alejandra Mier Y Teran
Urban Miyares
Alessandra Moctezuma
Cheryl Moder
Abdi Mohamoud
Ana Molina-Rodriguez
Monica Montano
Denise Montgomery
Jim Moriarty
Betsy Morris
Bob Morris
Kasra Movahedi
Michael Murphy
Devon Muto
Eric Naslund
Mike Neal
Bob Nelson
Monica Netherly
John Ohanian
Mark Ostrander
Keith Padgett
Steve Padilla
Vino Pajanor
Yeni Palomino
Joseph Panetta
Tad Parzen
Myrna Pascual
Paloma Patterson
Marion Paul
Sharon Payne
Bennett Peji
Margaret Iwanaga Penrose
Scott Peters
Jim Peugh
Ed Quinn
Ramesh Rao
Jack Raymond
Steven Relyea
Susan Reynolds
Jacqueline Reynoso
Arlie Ricasa-Bagaporo
Dana Richardson
Garry Ridge
Jessica Rodgers
William D. Rodriguez
Larry Rosenstock
Duane Roth
Ted Roth
Carmen Russian
Carl Rustin
Wendy Sabin-Lasker
Lauree Sahba
Jerry Sanders
Douglas Sawyer
Leslee Schaffer
Alexander Schafgans
Lynn Schenk
Craig Scott
Marco Sessa
Mary Teresa Sessom
Michael Shames
Lauren Shaw
Roderick Shelton
Patricia Sinay
Andrea Skorepa
Steven R. Smith
Gabriel Solmer
Erin Spiewak
Cindy Stankowski
Maureen Stapleton
Michael Stepner
Cecil Steppe
Joe Sterling
Lorin Stewart
Charles “Muggs” Stoll
Steve Stoloff
William Stothers
Daniel Sullivan
Diane Takvorian
Ann Tartre
Joe Terzi
Sherrie-Lyn Thompson
Susan Tinsky
Donna Tisdale
Ric Todd
Jerome Torres
Tomas Torres
Yen Tu
Matthew Tucker
Rebecca Tuggle
Frank Urtasun
David Valladolid
David Van Cleve
Nora Vargas
Bari Vaz
Wanda Vevia Bailey
Miki Vuckovich
Tyler Wagner
Mary Lindenstein Walshok
Yolanda Selene Walther-Meade
Bill Walton
Randy Ward
James Waring
Joseph Watson
Stuart Wells
Constance White
Sam Williams
Maurice Wilson
Susan Wolking
Leon Wu
Christopher Yanov
Michael Yee
Peter Zahn
Dianna Zamora- Marroquin
Lorie Zapf
Alan Ziter
Our Greater San Diego Vision
Our Greater San Diego Vision60
Consultant Teams
Media Partners
Community Partners
Malin Burnham Ron Fowler Bill Geppert Irwin Jacobs Connie Matsui Buzz Woolley
Corporate Partners
Thank you for supporting Our Greater San Diego Vision!
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61Our Greater San Diego Vision
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Jennifer Adams-Brooks, Chair
Robert Dynes, PhD, Vice Chair, Center for Civic Engagement
Garry Ridge, Vice Chair, Charitable Giving and External Relations
Steven R. Smith, Vice Chair, Secretary
John D. Wylie, Vice Chair, Finance
Gerald (Jerry) E. Hoffmeister, Immediate Past Chair
Yamila M. Ayad
Darcy C. Bingham
James Cahill
John Cambon, PhD
Constance M. Carroll, PhD
Ted Chan, MD
Kay Chandler
Richard A. Collato
Roger C. Cornell, MD
Sandra Daley, MD
Jim Farley
Bill Geppert
Benjamin Haddad
Kevin Harris
Jennifer LeSar
Connie Matsui
Paul Meyer
Hollyce J. Phillips
Derek J. Quackenbush
Barbara A. Sawrey, PhD
Nancy A. Spector
Horacio Valeiras
Carisa Wisniewski
James Ziegler
The San Diego Foundation Board of Governors
Regional Vision Group
Bill Geppert, Chair
Bob Kelly, President and CEO
Jennifer Adams-Brooks
Mary Ball
Robert Dynes, PhD
Kevin Harris
Gerald (Jerry) E. Hoffmeister
Peter James MacCracken, APR
Connie Matsui
Kris Michell
Ed Quinn
Steven R. Smith
Charles “Muggs” Stoll
The San Diego Foundation Vision Staff
Daniel Beintema, Vice President, Operations & Community Partnerships
Anna-Marie Rooney, Vice President, Marketing & Communications
Heather Back, Associate Vice President, Marketing & Communications
Lori Holt Pfeiler, Associate Vice President, Our Greater San Diego Vision
Emily Young, PhD, Senior Director, Environment Program
Paul Albert
Robert Clark
Wyn Furman
Amanda Greechan
Emily Welborn Guevara
Nicola Hedge
Jackie Lackenbacher
Arzo Nasiri
Marisa Aurora Quiroz
Robyn Sharp
Felicia Shaw
2508 Historic Decatur Road, Suite 200, San Diego, CA 92106
Phone: (619) 235-2300 • Email: [email protected]
www.sdfoundation.org
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